AUTHOR ARCHIVES: Kris Oldland

Welcome to the latest edition of the Field Service News podcast. This time we are pleased to bring you an exclusive guest podcast created by Paul Adams of specialist service management software providers Solarvista.

Paul takes a look at how the Cloud, Mobile and Enterprise Systems can be brought together in a modern Service Management system and takes time to look at various aspects of each of these elements whilst avoiding jargon and taking some complex discussions and explaining them in simple easy to understand ways. An excellent overview for the those working in service management that are trying to get their head around some of the core technologies that are driving service management forward into the twenty first century.
To download the full podcast just click here and complete the brief registration form!
PLease note that this is a joint promotion between Field Service News and Solarvista Ltd. By downloading the podcast you agree to our terms and conditions laid out in the privacy policy here

Want to know more about Solarvista? Check out their page in the Field Service News Directory here

Field Service News has recently undertaken an exclusive research project, sponsored by TomTom Telematics to explore the standards of field service companies.

Are they improving or are they falling? Is it that standards as a whole are now under greater scrutiny than ever before as we all become more and more expectant on getting results as soon as we expect them now that we inhabit an age of instant information thanks to the Internet?

Across the next four weeks we will be publishing a series of features that looks at the findings of this research…  what about those companies that are pulling ahead of the competition and not only delivering to their customers’ expectations but exceeding them and delighting them? What tools are they using to do so? What about those falling behind the pack – what are they getting so wrong?

There is also an accompanying report to this series which you can access by clicking this link…

 

About the research:

The research was conducted over a 2-month period in which we contacted members of the field service news online subscription as well as using the reach of Field Service News throughout the social media channels. We had a wide number of respondents from companies of differing size from those with less than 10 mobile workers through to those with over 2,500. Our respondents also came from a diverse collection of industries including Manufacturing, Retail, Healthcare, Transport and Local Government amongst many others.

The types of technology being used:

To establish whether field service standards are falling, improving or just staying static, an important starting point is to explore how significantly some of the technology, which is designed to make life easier for field engineers, is actually being applied. Would we see a dramatic difference in standards between those who are using the latest field service technologies and those that are not? To give us some understanding of the type of technologies that were used we asked our respondents to let us know if they were using  ‘real-time telematics when creating work schedules’, ‘dynamic scheduling and planning’, ‘intelligent scheduling around emergency call outs’. On top of this we also asked how they inform drivers of their jobs and work schedules and whether they offered job-tracking functionality to their customers. So first up lets take a look at who’s using what in field service industries…

Real-time telematics data:

In fact it was a completely even 50:50 split of companies who are and are not using telematics data. We do see bigger trends shift [quote float="left"]Of those companies with 500 or more field engineers 84% of companies using telematics data.

When we look just at those companies in the extremes of both brackets however we certainly see a trend emerging.  Of those companies with 500 or more field engineers 84% of companies using telematics data. This is in stark contrast to those companies that had 50 field workers or less. Here the number of companies using telematics data in real time is just 17%.  

 

Dynamic Scheduling:

At first glance it seems a similar situation with dynamic scheduling also. Of the group as a whole 56% of companies were using some dynamic scheduling. Again looking at the outliers, amongst those companies with 50 engineers or less this figure dips dramatically to just under a quarter of companies (24%). Similarly again as we focus on the larger companies this figure once more leaps to an incredible 89%. Again it seems that those companies with larger workforces are taking more advantage of the tools that are available.

Intelligent Scheduling around emergency call outs:

Given the trends above it would be a safe bet to assume that we would see similar trends in this area also with the largest organisations  predominantly using such tools whilst the smaller companies are either able to cope without out or as yet to see the benefits of the approach. Again starting with the group as a whole we see a very marginal majority of companies using intelligent scheduling around emergency call outs with 54% of companies surveyed using them. Amongst the smallest organisations this comes down to just 17% of companies actually using intelligent scheduling. However, unlike the previous two options (dynamic scheduling and use of real-time data) we see slightly less of a significant leap in those using it. In fact 63% of companies with a large mobile workforce are using intelligent scheduling. Still a considerable majority but not as exaggerated as in the previous two examples.

 

The haves and the have nots:

Before we move forward lets take a moment to stop and consider the reasons for the wide gap between the large and small in terms of the technology they are using. One possible argument that could support the statistics are that perhaps smaller companies may not need such sophisticated methods to maintain the standards they deliver. This is of course will be proven one way or the other later in this report as we look at the varying levels of standards that are apparent amongst companies of all sizes.

This certainly could hold true when we look at both dynamic and intelligent scheduling. As we have looked at before in a number of features there are many levels of scheduling systems available with dynamic and intelligent systems being both the most complicated and the most costly. However, for a small organisation sometimes these types of systems can be impractical as the effort in establishing the correct rules and data logic in place to get the desired results can sometimes be counter productive for a small organisation where a simpler ‘assisted scheduling’ solution would be more suited to their needs.

This logic in some part could also explain the reason why fewer larger companies are using intelligent scheduling, as it is perhaps the most sophisticated form of scheduling engine available currently, so perhaps even prohibitive for larger organisations who are able to operate with just a dynamic system in place?

However, where this theory does fall down is in the discrepancy when we look at the use of real time data.

 

Whilst there are certainly existing arguments about which types of scheduling systems suit companies of varying sizes there can be no doubt that the ability to track driver and field engineer data in real time can only be a positive for a company regardless of size, both in terms of their own internal efficiency as well as the level of service they can deliver? Again as we continue this series we will uncover the truth to this supposition, as with the number of companies offering telematics solutions, the availability of such solutions is high while the costs are reasonably low.

If the evidence supports the theory that such tools will help improve service delivery then it will be hard to see an argument for smaller companies not taking this step at the least.

If you want to know more about this research then you can access the full report by clicking this link.

In the part two of this exclusive series we will look at how field service companies are communicating from the office to the field, what the best in class companies are using and what impact this can have on productivity…

This series is sponsored by: 

The Service Community’s Manchester Event attracted over thirty delegates from a broad spectrum of small, medium and large organisations with guests travelling from as far afield as Brazil and the USA. The growth of The Community by more than 75% since the Special Event in June underscores that this clearly taps into the real desire to share best practice, debate relevant issues and network with like-minded professionals...

The generous host on this occasion was Siemens Industry GB&I coordinated by Graeme Coyne, who personally welcomed all guests in the impressive ‘Sir William Siemens House’ facilities in the outskirts of South-West Manchester.

Aston Business School’s Professor Tim Baines opened with a truly engaging and interactive key note presentation focused on “the challenges faced by UK Manufacturers as they adopt Servitisation as a Growth Strategy”. This insight into some of the pitfalls that face an organisation as they adopt advanced service offerings, supported by pertinent academic research and analysis, was both a warning and highly educational. This fabulous opening set the standard for an informative and entertaining afternoon.

[quote]In the spirit of topical content, the audience was treated to an innovative view of the potential of remote servicing equipment and the Internet of Things

In the spirit of topical content, the audience was treated to an innovative view of the potential of remote servicing equipment and the Internet of Things. John Pritchard of MAC Solutions explored the trends in device connectivity, leveraging the revelation that the number of connected devices exceeds the number of people on the planet. With this point in mind, John described techniques and cost savings in a forward thinking delivery that included a live software demonstration.

 

Both these opening presentations generated great interest from the audience, and led to a lively networking break that enabled guests to further explore their questions more personally with the speakers.

The networking break seemed to pass as a fleeting blur; however, the promise of further insights lured back the eager delegates. Martin Hottass rose to the challenge as he laid down the gauntlet that the Field Service Industry is facing the retirement of a quarter of engineers in the next 10 years! Martin, responsible for Skills & Professional Education at Siemens Energy didn’t just leave us worried about this startling demographic certainty but went on to explain techniques and government funding options available to organisations to help build apprenticeships and graduate recruitment programmes within the industry.

The final keynote offered a case study delivered by Daniel Kingham from Elekta (manufacturers of medical equipment). The fascinating study illustrated how migrating from a solely field based operation to a jointly managed remote and field based service operation transformed the customer experience. Daniel’s empirical expertise was evident and he smoothly handled an abundance of questions which truly demonstrated his knowledge and left the audience satiated.

Once again, The Service Community delivered on its objectives. The content of the meetings remains the life-blood of The Community, followed closely by the generosity of community members to host events and volunteer time to keep The Service Community alive. To this point, the next event is proposed for March 2015 – date and location to be confirmed.

Want to know more about the Service Community? Click here for more information and resources including presentation slides!

Talarius, the market leaders in the arcade sector, have been using Tesseract Service Centre for the last year to manage their engineers. Feedback from Talarius is that, under Tesseract, efficiency has improved, visibility is greater and their engineers now do a better job in a quicker time.

Talarius are the largest arcade operators in the UK, and have 168 Adult Gaming Centres with more than 10,000 slot machines across the country. The company is a wholly owned subsidiary of the Tatts Group, one of the largest gaming companies in Australia. Talarius provide a service to both dedicated, regular gaming customers and those who enjoy a flutter on a night out, or at a motorway service station on a long journey.

However, slot machines are susceptible to faults and, with so many machines to look after, a fault generally occurs in at least one Talarius machine on a daily basis. A dirty note or bent coin is sometimes all it takes to cause an issue. The importance for Talarius has always been to uphold a tight maintenance regime and ensure all their machines are up and running again quickly and with minimal hassle. Just one malfunctioning slot machine is a perforation through which the company’s income will fall.

The paper method

Before Tesseract were welcomed into the fold, Talarius operated a much more manual system. If a fault occurred in one of their slot machines, staff at the venue would enter the fault in a logbook. Talarius’ engineers would attend each venue daily on a circuit, check the logbook and endeavour to fix any machines that needed their attention.

In terms of monitoring company efficiency in remedying problems, Talarius was reliant on calling each venue daily for an update as to any faults resolved or reported the previous day. They would then record this on a spreadsheet. In terms of monitoring the performance of the engineers and tracking parts required for repairs, Talarius relied on weekly emails and order forms from the engineers. The order forms specified what parts had been ordered and when. The emails detailed how many faults the engineer had repaired that week, how long each repair had taken, and how long the engineer had taken to get to the venue. In other words, monitoring depended solely on the subjective views of the engineers, conveyed through handwritten notes and tick boxes on bits of paper, rather than an objective, centralised, tech-based system.

 

“We decided we needed to be more efficient,” says Paul Monkman, Service Director of Talarius. “We are a service company after all. We wanted to make the way we operate the best it could be. If we did that, we could more easily make the service we provide to our customers the best it could be, too.”

Time for a change

Realising they needed to take a giant leap into the 21st century, Talarius put out a request for tender, looking for a service company to revolutionise their systems. Five companies bid for the contract, but Talarius chose Tesseract because they were willing to customise their service management software package to fit with Talarius’ systems and specific needs.

“Tesseract were the best fit,” says Monkman. “We operate slightly differently from other service companies, and Tesseract were willing to accommodate that and offer a tailored approach to our needs.”

These operational differences mainly concern the ordering of parts. Other companies have warehouses and parts centres from which they regularly order the parts they need, and supervisors in charge of the ordering process. But Talarius engineers are allowed to order their own parts from the most cost effective supplier. Tesseract have within their parts centre module a facility for the office to centrally control purchase orders based on field requirements. However, Talarius only wanted facilities to be able to track the parts ordered directly by the engineers. Tesseract were able to accommodate this, providing a system whereby a number is generated each time a part is ordered, allowing Talarius to track and monitor it.

How have things changed?

The way Talarius deploy their engineers has changed completely. What’s now in place is a browser-based web portal to which all of the gaming centre venues have access. When a fault occurs in one of the slot machines, the venue can log the fault online. Their engineers receive notification of these faults by way of an Android-based app on their mobile phones. Furthermore, the faults are graded in terms of priority, and the more profitable venues will get attention quicker.

Monkman says, “Instead of the logbook, which didn’t get seen until the engineers had done their rounds, now the venues can report faults online within ten seconds – which goes directly to the engineers. It’s very user-friendly and practically fool-proof! Perfect for a company that has a wide variety of computer skill levels.”

The new system is capable of cutting the standard delay that was an inevitable component of the old system; each venue would have to wait for their daily visit, coming at whatever stage that venue was placed on the engineer’s circuit. It also means engineers can get to the higher-priority sites quicker than the old circuit system would have allowed.

 

Regarding parts ordering, the engineers now use the apps on their phones to generate a part request number. The engineer will call their chosen supplier directly, and Talarius will use the part request number to track the item.

“We tried to implement a system whereby parts could be ordered automatically, but it proved problematic,” says Monkman. “It could get messy if our engineers needed to discuss the part they needed, or ask the supplier a question. Our engineers are happy to continue managing parts directly at their end, and we are happy at our end because we now have the facility to track the part.”

Rather than compiling weekly emails with estimates of their own timings and performance, the system is now based on entries made by the venue and engineers and will calculate the timings exactly. The new software gives the length of time between dispatch and attendance, timings for completion of repairs, whether any faults are recurring, and whether a machine is waiting for parts.

“We now have a system that’s both real-time and better at monitoring faults and engineer performance,” says Monkman. “We have streamlined the process, made it more efficient, and we now have information we never had before. Our engineers like it because it backs up their work and saves them paperwork.”

A better service

Talarius are in a much better position than they were before entering into a partnership with Tesseract. Tesseract’s service management software has given them enormous visibility. They now know what is going on at their venues and with their engineers without the time-lag of their old system. With a part, they know who ordered it, when it was ordered and dispatched, and when the part arrived. Profiling faults and remedying them on a priority basis means that the venues are better served and machine profits have gone up.

“We can now be more reactive to problems,” says Monkman. “The accuracy and visibility of the system also means our engineers do a better job, and do it quicker. Adding it all up, it means Talarius is able to offer a better, more efficient service to its customers.”

Want to know more about Tesseract? Click here to visit there page in the Field Service News directory...

Rolls Royce once reinvented service in the aerospace industry with ‘power by the hour’ they are about to do it again with ‘disruption based availability’ writes Field Service News Editor, Kris Oldland...

When it comes to creating real value through service and integrating your service offering and product into one holistic package that generates far greater value for your customers and far greater long-term revenue for yourselves, there is one company whose name is come across in almost every conversation.

One company who are the ultimate example of what getting it right looks like.

One company who revolutionised not only the way service operates in their industry but indeed how an entire industry operated.

That company is Rolls Royce Aerospace.

So when we were asked if we would head down to Bristol to record an interview with Dave Gordon, Program Director for Rolls Royce’s Defence Aviation division for a series of interviews for the International Society of Service Innovation Professionals (ISSIP) we leapt at the chance. And we were not disappointed.

Accompanied by Service Management Specialist Nick Frank we arrived at the Bristol Base, after submitting an array of additional paper work to allow us to film in what on the surface seemed a fairly regular corporate building, although the strict restrictions on where we could and couldn’t be and the detailed examination of our equipment relayed that this was still for all intense purposes an integral component in the Royal Air Force’s operations and therefore access was neither granted or to be taken lightly.

And as we met with Gordon he too carried this air of being somewhere between corporate and government official. As we got set up he spoke with a relaxed and comfortable manner of the experienced corporation man. Getting our coffees personally, making light-hearted small talk about a recent decision to have laser-eye surgery etc.

You felt this was a businessman who had sat in many meetings such as these before, that was calm, relaxed and in control. Yet when we begin the interview and talk about the role Gordon plays he speaks about the UK client, he touches on their engines performance in ‘extreme conditions’ and you suddenly realise just how much pressure he and his team must be under to deliver, when your customers are some of the worlds leading military forces and we live in troubled times where the air strikes in Syria, would be just one example of where both Gordon’s and Rolls Royce’s reputations are put to the test in life and death scenarios that will effect the lives of thousands.

 

Yet still one gets the impression that Gordon would remain the same calm and amiable figure fixing the coffees before the meeting begins, if he was a meeting with a group of RAF Air Marshalls, US Marine Core Generals or as in this instance a member of the trade press.

The other early observation is that he is clearly very proud and passionate about the work he and his team are doing for Rolls Royce.

“Rolls Royce within defence has been on a journey over the last ten to fifteen years, we were a fairly traditional provider of the service we sold a product, we sold a very time and material based service solution, it was very driven by the customer and their management of our product” Gordon begins

“However, it became clear to us that that wasn’t the best fit for our customers” he continues. And it is this attitude, this belief that they can stand in the face of a customer driven process and say ‘hold on, we think we should be doing all this a bit differently’ that has separated Rolls Royce from the rest of the pack in the sectors they operate in.

Although their famous power-by-the-hour service system that is at the heart of their success as a serviced provider required a leap of faith from another global player in the industry.

“There was a very strong pull from American Airlines, who approached Rolls Royce and said we would be far more interested in you providing a solution that kept your engine on wing and we incentivised you for doing that” Gordon explains

“So we worked very closely with that customer and developed a total care solution that very much focuses on that end-to-end need and during that process Rolls ourselves have gradually taken on more of the risks, more of the responsibilities for managing those assets”

And Gordon’s own department in defence have followed this path now themselves taking a strikingly similar journey forward with the those he refers to as ‘The UK Customer’

“Within defence we’ve taken some of those core tools and processes and embedded them into our own value offering to our customer and we particularly use the UK Customer as a testing house to work with them.” Gordon continues

“They themselves were going through a major transformation looking to downsize the scale of their operation and drive efficiency. We were very much up for that journey as well. Very much a collaboration we went about introducing a far more availability based solution, which has been very successful”

However yesterday’s revolution is today’s best practice. And the only true revolutionaries are those who continue to innovate, continue to push boundaries and continue to look for ways they can further improve tomorrow.

Both Gordon and Rolls Royce fit into this camp.

“As we look to the future, we’re starting to work with the customer to go beyond just an availability solution and say what’s really disrupting that customers operation? What is really stopping them doing their job?” Gordon comments before taking a moment to pause.

[quote float="right"]We want to get to a point where they are no longer thinking about my propulsion system they’re just focussed on prosecuting their operation. To do that we need to know a little bit about the nature of the disruption and what we can do to help

“We want to get to a point where they are no longer thinking about my propulsion system they’re just focussed on prosecuting their operation. To do that we need to know a little bit about the nature of the disruption and what we can do to help.” He adds with a definite hint of excitement of that future being within touching distance. It is this concept of ‘disruption based availability’ that Gordon and Rolls Royce clearly believe to be the next evolution of there service offering as they continue to lead the industry from the front.

 

“Disruption based availability is something that we been very focussed on”

“Disruption based availability, or sometimes we refer to it as project zero, as in zero disruption to the customer, is something that both us in Defence and our colleagues in Civil have been very focussed on.” Begins Gordon.

“Understanding that it’s not just about guaranteeing the engine time on wing but actually understanding when the engine does have an incident that causes some disruption to the customer, even something as minor as a delayed take off, still that clearly has a cost. What we have been trying to do is work with our customers to understand very clearly what that cost is.” He adds.

It is a bold vision of where the Aerospace giants next steps will be, yet at the same time it feels like a natural evolution from where they are today. It’s also an approach that will yield a number benefits both hard and soft according to Gordon.

“The benefits are both the tangible where we can build an offering around saying ‘We understand the impact around cost and therefore if we are able to reduce that we can develop that into a value proposition...  but also there is an intangible piece to this as well as it helps me to motivate my teams to understand the exact impact an event will have on a customer. To help them see the fact that there are repercussions way beyond a flight not being able to take off. It will feedback into the impact such an event has on the wider operation, the planning that went into it, the need for contingency planning, and so on…” Gordon explains with enthusiasm

“Understanding the whole eco-system that sits around not just my product, but the system it’s working in and how the customer is using it, and then understanding how we can reduce the impact, you can clearly demonstrate the value to the customer, and we’re working with them to do that….”

He takes the briefest of pauses, giving his next thought some consideration before committing to it.  But when he does it sums up exactly what both Gordon and Rolls Royce are all about

“It’s a real motivator for me as the team really starts to understand what customer service actually means.” He adds in an almost solemn tone.

And this for me is it, there is a point in any interview where you grasp the heart of the story, and you see your subject in their truest light. Dave Gordon and Rolls Royce are a perfect fit. Look at the DNA of both the man and the corporation and you’ll find service deeply entwined.

In the heart of each you’ll find a desire to innovate, to keep pushing the boundaries, and to keep on being revolutionary.

Which is why I expect both to succeed.

 

 

 

Toshiba’s European retail and sales and service support division has increased fleet mpg by 27 per cent following an investment in TomTom Telematics’ WEBFLEET system.

Toshiba TEC Europe Retail Information Systems introduced the fleet management platform to improve employee safety by monitoring their driving behaviour and to compare the fuel performance of 25 new hybrid cars with its older fleet vehicles.

Vehicle and driving behaviour data is available for Toshiba managers in WEBFLEET. An OptiDrive indicator combines fuel efficiency information from the onboard ecoPLUS diagnostics device, with speeding, idling and braking data to score drivers out of 10 in a column stack chart. This can be used to benchmark drivers across their fleet.

“This has not only meant reduced fuel consumption but also means we can focus and report on CO2 reduction,” said Jonathan Barber, Retail Service Director, Toshiba TEC Europe Retail Information Systems.

“An overall 27 per cent increase in miles per gallon is a great result, which we hope to improve further with time.”

TomTom WEBFLEET has been integrated with Tesseract, Toshiba’s job scheduling software, enabling data to be sent, immediately and seamlessly, from the office to the transport teams in the field.

“This technology has proved to be second to none and instrumental in ensuring we provide the best possible service to our customers,” Barber added.

 

Steam technology at Norfolk’s Bure Valley Railway has received a 21st century upgrade thanks to a Panasonic communication system. 

Eastern Voice & Data, a Panasonic Focus Dealer, has installed a new communication system that has helped the tourist attraction provide better customer service, increase on site efficiency and cut costs.

The previous fixed position phone system restricted communication between staff on the platform and in the ticket office and Bure Valley Railway (BVR) wanted a solution that would increase mobility, so more time could be spent attending to their customers.

All staff can now be reached via ruggedised mobile handsets or desk handsets allowing staff to be quickly located along the route from Aylsham to Wroxham. The phone system has also been integrated with the Public Address, allowing the train guard to announce arrival and departure information using the handset. 

Andrew Barnes, Managing Director at BVR, said, “We welcome up to 1500 passengers a day, so good internal communication is essential. The new system has drastically improved communication between the platform and the ticket office - helping us improve the speed and accuracy at which we can evaluate customer demand and react to it.” 

The move to SIP has enabled BVR to dispense with telephone lines that were no longer required, ultimately giving a more cost-effective solution.

“Customer service is vital in the tourist industry and from the first conversation with BVR, we recognised that this was a driver for a new communication system.” said Russell Marriott, Managing Director of Eastern Voice & Data. 

“Previously there was limited communication with staff on trackside. What we’ve managed to do is provide them with full communication for all staff on trackside which means they can provide a better service to their customers.” Marriott continued.

Using IP technology has enabled the station 9 miles (15 Km) away to be connected to the main site system using a VPN extension, making communication with the signal box easier, and demonstrating how IP technology can be employed to connect telephones installed anywhere.

 

Mobile workforce experts Oneserve are inviting clients and their customers to take the Efficiency Hunter Challenge.

The challenge involves completing a quiz based on Oneserve’s four components of efficiency: Cost, Workflow, Workforce and Customer Satisfaction.

After answering a set of specially designed multiple choice questions participants are revealed as one of four efficiency heroes; Cost Crunching Hero, Workflow Warrior, Team Power Trooper or Satisfaction Supremo.

The Efficiency Hunter campaign is the brainchild of Oneserve Chairman Mark Tincknell, who said:

“We wanted to do something different, an engaging campaign that would resonate with business people everywhere.  Customers are at the heart of every business, but inefficiencies can undermine the customer experience and send costs soaring.”

Beyond the light-hearted approach of the quiz, participants are encouraged to take a serious look at efficiency by downloading a free white paper. The paper goes into detail about how to achieve efficiency in their field operations and how mobile workforce management software could help.

Mark added

“Through the power of analytics Oneserve gives business leaders transparency, veracity and the ability to understand and transform the performance of their business”.

The Efficiency Hunter campaign launches on 1st October. Find out what kind of efficiency hunter you are by clicking the link: http://www.oneserve.co.uk/efficiency-hunter

Welcome to the latest edition of the Field Service News podcast. This month we are joined by Paul White, CEO of mplsystems as we revisit some exclusive research undertaken by Field Service News in partnership with mplsystems earlier this year.

The research set out to unlock exactly what technology is being used within the field service industries in 2014 and in this exclusive interview Paul and Field Service News Editor Kris Oldland discuss some of the most pertinent and surprising results and explore and extrapolate the meaning of these findings. Amongst the topics discussed are whether the ratio's of dispatchers to engineers in field service companies are actually lower than they should be, whether the smallest companies are getting short shrift from software providers and why mobile has changed the shape of the industry and whether it will continue to do so...

To download the full podcast just click here and complete the brief registration form!

Please note that that promotion of this download is a joint venture between Field Service News and mplsystems and by downloading the podcast you agree to the fascinating terms and conditions which are available right here.

You can also find out more about mplsystems in the Field Service News Directory by clicking here