Tom DeVroy, Senior Product Evangelist for field service management in North America, at IFS explores the relative benefits of Software as-a-Service (SaaS) and perpetual licensing models for FSM, and argues that businesses need to choose the software...
AUTHOR ARCHIVES: Kris Oldland
About the Author:
Kris Oldland has been working in Business to Business Publishing for almost a decade. As a journalist he has covered a diverse range of industries from Fire Juggling through to Terrorism Insurance. Prior to this he was a Quality Services Manager with a globally recognised hospitality brand. An intimate understanding of what is important when it comes to Service and a passion for emerging technology means that in Field Service he has found an industry that excites him everyday.
Jun 09, 2017 • Features • Perpetual Licence • IFS • SaaS • Software and Apps • Tom DeVroy
Tom DeVroy, Senior Product Evangelist for field service management in North America, at IFS explores the relative benefits of Software as-a-Service (SaaS) and perpetual licensing models for FSM, and argues that businesses need to choose the software that meets their business needs first, then select the delivery model that best suits their business model – not the other way around.
The global field service management (FSM) software market is set to grow by more than 11 percent annually until 2020, driven by advancements in data analytics and mobile technology. As more companies select FSM software, they will have choices to make about how they license the software and where the software resides—on hardware they own themselves or in data centres operated by their software vendor or a third party.
FSM software is a vital tool for companies that operate mobile workforces. It can do everything from optimising the service schedule to ensure that the right technician is at the right job at the right time, as well as encompass the service supply chain to ensure appropriate parts are available to complete service projects. Advanced capabilities may even include complex depot repair, reverse logistics and the delivery of prescriptive maintenance information to technicians to guide them through complex service processes.
According to Gartner, more than 80 percent of software vendors will change from traditional licenses to subscription-based by 2020
Today, enterprises are much more likely to look at subscription-based Software as-a-Service model (SaaS), with the solution hosted off-site in the cloud. According to Gartner, more than 80 percent of software vendors will change from traditional licenses to subscription-based by 2020. But even if subscription pricing makes a lot of sense to a software vendor, it may or may not make sense to the software buyer depending on their needs.
Perpetual licenses attractive long-term
Up until the internet and broadband connectivity became a central component to most businesses, software was sold by default on a perpetual license basis. Purchased through a one-time license fee, the solution can be run either on a company’s own hardware or private cloud. The cost of the license is paid up-front and allows businesses to own the software outright with the rights to use it indefinitely, even if ongoing maintenance and support contracts are discontinued.
A company can provision software sold through a perpetual license on their own servers and support it with their own IT personnel. Or they can place it in a private or public cloud run by a third party vendor, including their software vendor.
Running software in the cloud allows a company to outsource common IT administration tasks while ensuring the server capacity can scale effortlessly as increasing user count or transaction volume demand. Cloud provisioning can also be attractive for FSM software because it can make it easier to access in the field.
The attraction of the subscription model
Software sold via subscription-based SaaS is also provisioned in the cloud. But unlike a perpetual license, the software is paid for typically through a nominal start-up fee to cover implementation and a monthly fee, generally on a one to three-year contract, rather than an up-front lump sum for permanent ownership. This is beneficial as the expense may be assigned to a given department’s expense budget because SaaS tends to involve a smaller up-front investment, below the normal threshold for a capital budget spend.
The lower up-front investment of SaaS also makes it attractive for businesses looking to start with a smaller footprint in FSM software that they can grow over time.
Organisations can implement an FSM solution in a single division or office as a proof of concept, perhaps limiting the scope of the initial implementation. When starting with a small number of SaaS users, businesses should always plan for the implications and costs of a wider implementation so the solution can be easily scaled across a broader number of users when needed.
Address the Service Lifecycle
A field service software buyer should prioritize their specific requirements first before looking at deployment models and license methods. It is important to remember that regardless of whether the FSM solution is purchased through a perpetual license or by subscription, FSM software will always fall short if it does not address the entire service lifecycle.
Beyond scheduling, dispatch and field mobility, there are many areas of field service applications should include to drive substantive value. Automated call handling, routing and dispatches are important to optimize call center functionality and day-to-day tasks, while traceability systems and spare parts management can give complete control over supply chains - keeping businesses safe and compliant.
Reverse logistics is another key requirement for businesses dealing with complex repair environments, as is project management for instant communication with remote personnel out in the field. Strong support for serialization will ensure compliance in regulated industries and support recalls when necessary.
Flexibility First
Another important thing to consider is the timing of software updates. Even when field service management is purchased through a subscription-based license, your business should always maintain control over when you upgrade to new versions.
Having the option to choose if owning the software outright on a perpetual license, or acquiring software through subscription, is a benefit to a potential buyer
Businesses need a solution that works around them and their operations, not the other way around. SaaS deployments ought to deliver pricing convenience, reduce potential downtime by hosting software in an ITIL environment, and reduce the level of effort required to manage the solution.
Having the option to choose if owning the software outright on a perpetual license, or acquiring software through subscription, is a benefit to a potential buyer. Rather than the vendor dictating your IT infrastructure and license acquisition, it gives you the customer the flexibility to choose what is best for your organisation. If a software vendor is committed to giving you control over your software environment, they will offer you this flexibility.
Software first
Whether businesses choose a perpetual license or SaaS field service management software, the focus must always be on the FSM solution and that it matches all of the key business needs. Only then can you choose your delivery model. With a fully optimized FSM solution available on both models, businesses can make sure their field service can meet specific needs, now and in the future.
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Jun 08, 2017 • News • FSME • mplsystems • Paul White • Jon Meredith • scheduling • Software and Apps
Award-winning providers of field service management software, mplsystems, will be exhibiting at the recently rebranded Field Service Management Expo this June on stand N650.
Award-winning providers of field service management software, mplsystems, will be exhibiting at the recently rebranded Field Service Management Expo this June on stand N650.
From their intelligent real-time scheduling, parts management and mobile app software, to their service management CRM and contact centre solutions, many top manufacturing and service companies across Europe, have successfully trusted them to transform their efficiency and customer experience.
Recognising that the customer needs to be the focal point of every field service business, mplsystems’ software places customer experience at the centre of its functionality. Via self-service and multi-channel communications, the customer is kept informed and can interact through their channel of choice. With an intelligent scheduling engine, companies are also able to respond to customers more quickly with precise time slots, without sacrificing workforce efficiency.
New technology launch
mplsystems will also be using the expo as the platform to launch their pioneering AESOP scheduling module.
Using the latest genetic algorithms to provide real-time scheduling, this software will ensure that businesses can be responsive to customer requests in real-time, whilst managing changes and delays without compromising on workforce efficiency
Presentations and discussions
Throughout the course of the Expo, their CEO, Paul White, will be delivering a talk session on Minimising Downtime, IoT & Proactive Maintenance. Todays’ customers have heightened expectations, in that they expect responsive service and are much less accepting of any unnecessary downtime. This session addresses how organisations can look to adapt from a reactive to proactive and preventative maintenance model. White will also discuss how unforeseen delays, overruns and changes can be best managed in real-time, without adversely impacting service delivery.
Jon Meredith, mplsystems’ Business Development Director, will be delivering a talk session on Delivering Customer Experience in Field Service. Digital connectivity has changed the way customers perceive field service and has raised their expectations of responsiveness, communications and First-Time-Fix rates.
Paul White, CEO at mplsystems; Hans van den Heuvel, Operations Director at Canon Europe and Tom Mills, Business & Field Manager at Concept Resourcing, will evaluate the impact of using Artificial Intelligence (AI) to capture and disseminate knowledge
mplsystems will also be taking part in one of the discussion panels during the Expo this year, exploring the topic of the Ageing Workforce. Panellists; Paul White, CEO at mplsystems; Hans van den Heuvel, Operations Director at Canon Europe and Tom Mills, Business & Field Manager at Concept Resourcing, will evaluate the impact of using Artificial Intelligence (AI) to capture and disseminate knowledge, while tracking the evolution of the field service engineer.
Join mplsystems, Field Service News and a number of other key providers to the field service sector on 20 – 22 June at London Excel, to discover the latest field service technology that can transform your scheduling, service efficiency and customer journey, whilst enjoying a packed three days of thought provoking service management discussions.
mplsystems activity overview
- mplsystems | Stand N650
- Talk Session | Minimising Downtime, IoT & Proactive Maintenance | Field Service Theatre | Tuesday 20th June | 14:10 – 14:40 | Paul White, CEO, mplsystems
- Talk Session | Delivering Customer Experience in Field Service | Field Service Theatre | Wednesday 21st June | 13:40 – 14:10 | Jon Meredith, Business Development Director, mplsystems
- Panel Discussion | Ageing Workforce | Wednesday 21st June | 11:00 – 11:30 | Paul White, CEO, mplsystems, Hans van den Heuvel, Operations Director, Canon Europe, Tom Mills, Business & Field Manager, Concept Resourcing[/unordered_list]
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Jun 08, 2017 • Features • 3D printing • Tim Helsen • UPS • Parts Pricing and Logistics
There has been consitent talk about the role of 3D printing could play in field service logistics and spare parts management for many years now but still we have yet to see a clear solution arrive using the technology. Kris Oldland talks to Tim...
There has been consitent talk about the role of 3D printing could play in field service logistics and spare parts management for many years now but still we have yet to see a clear solution arrive using the technology. Kris Oldland talks to Tim Helsen, UPS to see if it is on the horizon and if so how will it work and what benefits will it bring...
KO: 3D printing has for a while been positioned as a major disruptive technology within supply chain management, but can it really be a magic bullet to help field service companies meet the challenge of getting parts to their engineers in a more timely fashion?
TH: At UPS we see two potential areas for using additive manufacturing in field service operations and spare part supply.
Firstly, 3D printing has the potential to be used for a more tailored part supply based on customer needs at any given moment in time. In particular for older machines where spare parts are not on high demand and the moulders that were used for mass production are not available anymore. In situations such as this, spare parts can be created through additive manufacturing at a relatively low cost and supplied to the engineer in a short amount of time.
A broader use of 3D printing technology can be imagined in situations where the manufacturer is making adjustments to a certain part based on data collected from the field.
Furthermore, if manufacturers only stock high demand items and switch to 3D printing technology for low demand items, they can significantly reduce their overall inventory levels and operating costs.
KO: What are the challenges and benefits for a field service organisation to adopt 3D printed parts as part of their spare part management strategy?
TH: The key benefit is that field service organisations can tailor spare parts according to the needs of their customers and thereby improve customer satisfaction and loyalty levels. The key challenge for field service organisations will be to make the financial investment and accumulate the knowledge and the expertise to switch from traditional manufacturing to 3D printing.
UPS has integrated 3D printing facilities into its global network and built up expertise in additive manufacturing, so our customers do not have to.
KO: There are numerous examples of high quality 3D printed parts being used in industrial products, but realistically with today’s technology and infrastructure are 3D printed parts a valid solution in terms of spare parts management for field service companies?
TH: Despite 3D printing’s current shortcomings in some field service situations (parts made from several components, large or complex parts that take a long time to print,..), UPS offers field service providers value because we combine an on-demand 3D printing manufacturing network at central air hub locations with a global logistics network. Together, they form an on-demand economy business, allowing for asset-light operations if you are a field service company.
KO: Do you think 3D printing solutions will become a standard tool offered by major logistics providers (such as FedEx, UPS, K&N etc) or do you think it will remain a specialist sector?
TH: 3D printing is going mainstream. And as it does, the technology is likely to revolutionise traditional manufacturing and redefine our notion of supply chain logistics.
3D printing is going mainstream. And as it does, the technology is likely to revolutionise traditional manufacturing and redefine our notion of supply chain logistics.
We partnered with a 3D printing company to build a 3D printing facility at our global Louisville hub and in 2016 began offering this service in Asia too, with scope for further expansion.
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Jun 06, 2017 • Features • Astea • infographics • infographic • Customer Satisfaction and Expectations
Today's connected customer is more empowered than ever before. This brings about it's challenges and also its own opportunities. Are you ready to embrace these? Are you prepared for the connected customer?
Today's connected customer is more empowered than ever before. This brings about it's challenges and also its own opportunities. Are you ready to embrace these? Are you prepared for the connected customer?
This handy infographic from Astea offers a useful checklist and some helpful insight into making sure your company is taking advantage of opportunities rather than coping potential threats.
Want to know more? Field service professionals can access an accompanying white paper "Outsourcing Field Service" after claiming their free subscription to Field Service News! Click here to subscribe and get the white paper sent to your inbox now!
Want to know more? Field service professionals can access an accompanying white paper "Outsourcing Field Service" after claiming their free subscription to Field Service News! Click here to subscribe and get the white paper sent to your inbox now!
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Jun 05, 2017 • Features • Augmented Reality • Future of FIeld Service • Niklas Rengfors • XM reality • Big Debate • David Nedohin • Evyatar Meiron • FieldBit • ScopeAR
As we move into week three of our new series we've now addressed a couple of big questions around the core topic of Augmented Reality.
As we move into week three of our new series we've now addressed a couple of big questions around the core topic of Augmented Reality.
The series is called The Big Discussion and the idea is that we take one topic, bring together three leading experts on that topic and put four key questions to them across four weeks, to help us better understand its potential impact on the field service sector...
On this first topic of Augmented Reality and our experts are Evyatar Meiron, CEO, Fieldbit, Niklas Rengfors, Head of Sales & Marketing, XM Reality and David Nedohin, President, ScopeAR...
So far we've asked our panel "Just how big an impact can and will Augmented Reality have on field service delivery?" and "What advantages does Augmented Reality offer over video calls such as FaceTime and Skype etc?"
and now onto this weeks question in the Big Discussion...
Question Three: Do you see Augmented Reality ultimately becoming a standard tool included within wider FSM solutions or should it be viewed as a specialist standalone application?
David Nedohin, President, ScopeARAugmented reality is a communication technology that will be integrated into FSM tools and made available to the workforce to access when and where they need it.
This may be required to meet government regulations, to engage with an expert, or improve competency or safety.
However, AR will be a tool in the toolkit that will be used when needed, and part of a larger set of technologies.
If a picture, voice call or video is appropriate, perhaps AR will not be needed, but as workers become more familiar with the value of AR once integrated into their FSM apps, it will be a tremendous resource, when it is needed.
Evyatar Meiron, CEO, FieldbitAs mentioned earlier, augmented reality is a disruptive technology that is radically changing the way organisations perform field service maintenance. It is an innovative platform that uses new technologies.
For this reason, augmented reality is more likely in the short term to remain a standalone tool that complements FSM solutions. That said, some of the more basic telesupport-oriented augmented reality features - those that enable real-time remote communications between the onsite technician and the expert at company headquarters - could be integrated at some point with the FSM software.
In contrast, the knowledge management component, including the information capture, storage, sharing and search capabilities, is more complex in nature and requires specific expertise. I believe that this component will continue to develop as a separate specialist system.
Niklas Rengfors, Head of Sales & Marketing, XM RealityDefinitely included within wider FSM solutions, we are currently working with different partners already, IFS to mention one is strong partner in field service.
By connecting information flows between systems for example between mobile work orders and XMReality, it adds a lot of value to the customer.
Can be things like storing for documentation purposes, saved videos later then used for training purposes etc. As solutions to display or create content gets more efficient AR will most likely become a standard tool.
Next weeks the final question: How closely tied to the development of smart glasses is augmented reality – are the two co-dependent or are tools on smartphones/tablets sufficient?
Jun 05, 2017 • Management • News • Events • Field Service Management Expo • Service Management Expo
With the newly rebranded Field Service Management Expo (formerly Service Management Expo) now just two weeks away Chris Edwards, Director Field Service Management, UBM gives us a look at what to expect from the newly rebranded Field Service...
With the newly rebranded Field Service Management Expo (formerly Service Management Expo) now just two weeks away Chris Edwards, Director Field Service Management, UBM gives us a look at what to expect from the newly rebranded Field Service Management Expo in it's fourth consecutive year in London's ExCel
If you haven't registered yet it's free do so on the following link www.servicemanagementexpo.co.uk/FSN
Off the back of an electrifying 2016 show, we wanted to ensure we deliver even more for 2017 and went straight to the industry to identify how. This has resulted in a name change to reflect the profile of our visitors and make sure that Field Service Management Expo mirrors this important market.
The Field Service Theatre will include over 12 hours of seminar and workshop content over the 3 days, exploring the customer journey, recruitment, IoT, the customer experience and RoSPA dedicated workshops on fleet management and driver safety.
Headlining a programme boasting more than 25 sessions is this year’s Inspirational Speakers, who will be focusing on the theme of strength, resilience and defying the odds. Featuring Dame Kelly Holmes, Professor Brian Cox OBE and Simon Weston CBE, each will deliver an inspiring session on the obstacles they’ve faced, solutions they’ve found and how the results have allowed them to march on.
Also new to 2017, visitors will have the opportunity to meet like-minded professionals in dedicated networking sessions, which finish each day in the Field Service Theatre. Topics for discussion will include, ‘powering intelligent service delivery’ and ‘Removing business silos and engaging with your customer’
It promises to be another amazing year for Field Service Management Expo and the team and I can’t wait to welcome the entire service management industry, as you and your peers network, learn and identify innovative cost saving solutions in an incredibly fun and energetic week. We’d also love to hear your feedback and hope you’ll join the conversation on social media, so tweet us @FSMExpo using #FSME17
What to expect:
1:2:1 Meetings Programme
The complimentary matchmaking tool enables visitors and exhibitors to search and connect with each other before the show, allowing you to manage your event schedule.
- Arrange meetings at exhibitors’ stands or in one of the dedicated Meeting Lounges
- Search thousands of contacts by job title, products and services, buyer/seller activities and market sector
- Make the most of your time at the show, pre-arrange meetings and open the door to new business opportunities
Find out more at: www.servicemanagementexpo.co.uk/visit/meet-suppliers
Dedicated Networking Bookending the day
Its visitor’s opportunity to expand their service management industry community and discuss trends and pain points with like-minded peers. Topics will range from ‘Powering intelligent service delivery’ and ‘An agile field service operation’ to Digital marketing transformation and ‘Removing business silos and engaging with your customers’
Session will take place in the Field Service Theatre at the beginning and end of each day.
Field Service Theatre Sponsored by IFS/ FSM
Through a mix of networking sessions, seminars and debate, this theatre will explore the service management customer journey. Sessions will focus on: ‘the customer experience in the service management industry’, ‘IoT’, ‘proactive maintenance’ and ‘recruitment’. Afternoons will be dedicated to fleet safety with RoSPA-led sessions each day.
Sessions will include:
- Delighting the customer with service excellence
- Driver Behaviour – why it’s important within your business
- Can a focus on customer experience really make a difference?
- Embracing millennials in the workplace
- Customer experience excellence in the service industry. Ideas and tips to make a critical difference
Get first-hand experience with over 100+ products and solutions
Discuss your project needs and learn about tried and tested implementation when you meet the product technicians. Plus, discover a range of suppliers across the entire service management chain including IFS, Protean Software, iTouch Vision, MPL Systems, BigChange Apps, Mix Telematics and more.
Inspirational Speakers
Our biggest inspirational line-up ever, featuring Double Olympic gold medallist, Dame Kelly Holmes; Rock star physicist Professor Brian Cox OBE; and Falklands War veteran, Simon Weston CBE are coming to inspire and motivate you in the Keynote Theatre between 20-22 June.
- Build your motivation by emulating the work-ethic that led to double Olympic medals from Dame Kelly Holmes and discover more on her work on numerous mental health boards
- Explore the universe with Professor Brian Cox OBE, and expand your mindset beyond the day-to-day aspects of your role
- Be inspired by a story of triumph and courage, from Falklands war hero, Simon Weston CBE, and turn adversity into opportunity
When are where?
- Dame Kelly Holmes: When & Where: 20 June, 11.30 – 12.30, Keynote Theatre
- Professor Brian Cox OBE: When & Where: 21 June, 11.30 – 12.30, Keynote Theatre
- Simon Weston CBE: When & Where: 22 June, 11.30 – 12.30, Keynote Theatre
Register your place at Field Service Management Expo here; www.servicemanagementexpo.co.uk/FSN
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May 26, 2017 • Features • Future of FIeld Service • Ishida • Jason Smith • Servitization • Servitization and Advanced Services
While for many the shift from traditional transactional product focussed business models to a more strategic service centric approach that focuses on longer term, outcome based contracts is a complex process to navigate. However, Jason Smith,...
While for many the shift from traditional transactional product focussed business models to a more strategic service centric approach that focuses on longer term, outcome based contracts is a complex process to navigate. However, Jason Smith, General Manager, Aftersales, EMEA for Japanese food packaging and weighing manufacturer Ishida is a man that has not only been through the process, he has done it twice.
Kris Oldland, spoke exclusively with him about the importance of executive level buy-in to undertake such a move and why customer selection when rolling new service models out is vital….
KO: All too often I hear that despite the fact that service operations of a business brings in a significant proportion of revenue into a company, there is a general lack of support for the service team of many businesses at the top tier executive level.
This of course would be a fundamental barrier to moving to an advanced services model and is a challenge many senior service executives are confronted by even though they can see how both their business and their customers could benefit from a move away from the traditional break-fix maintenance to the type of proactive service operations that advanced services require.
So how can we get the voice of the service department heard at the executive level?
JS: I think the only way to do that is to have a fairly compelling argument and there is nothing like having a very compelling customer story to help give that leverage at board level. Traditionally, businesses are built upon delivering a product and they will have done that very successfully to have grown to a large size. It is the case really that they will have done so on tangible benefits.
I think within most manufacturing organisations there is still probably a lack of understanding about the value services can deliver to a customer combined with a product
Its still regarded as a separation – that’s why we have terms like aftersales – it’s after the sale, its not combined with the sale.
For your typical product salesman it’s hard to comprehend something as intangible as advanced services and how to explain it and describe the value when he hasn’t got any evidence or experience to back it up with.
KO: So does the adoption of servitization as a business model need to be driven from the top down?
JS: Absolutely, without that support from the top it is dead before it’s ever started.
KO: What about the customer point of view - it’s one thing pushing an advances services route and getting buy in internally, but what about externally?
Is it a case that some customers just don’t want to come down this route because they are so used to the transactional nature that they have always operated within?
JS: Very much, it is a cultural thing for a customer and customer selection is therefore very important.
A customer who is used to transactional relationships, that may have those pressures on them themselves from their own customer base, would be one who is very transactional and possibly looking to exploit the relationship.
I think customer selection is absolutely vital. The question is along the lines of technology push/customer pull – which is best?
Therefore, I think customer selection is absolutely vital. The question is along the lines of technology push/customer pull – which is best?
I think it depends very much on the pace at which you want to work. Customer pull you lose control of the pace and velocity at which you want to work at in terms of the delivering the service. But if you push it out to your customers you have the challenge of convincing them to get on board.
KO: Ultimately will there always be two-tier customers, will there be those companies that you take on the servitization journey with you and those that remain doing business in the traditional sense or is the long term aim to eventually bring everyone on board with advance services?
JS: I think there is really three types of customers and I would support the Caterpillar approach that there are those who want to do it themselves, those who want us to do it with them and those who want us to do it for them.
In terms of servitization probably you are always going to have an element in each of those three camps. The challenge that we face as service providers is moving them out of the ‘do it myself’ to ‘do it with me’ to ‘do it for me’.
Obviously moving them from a point where they are doing it themselves, to where you are doing everything for them is a big leap of faith. It’s not something you can do overnight, certainly not at a risk that you can sustain economically. So it’s a case of migrating that customer and building that trust over a period of time, to gain the confidence that you can deliver and that you can add value to their business.
KO: We touched on the fact that servitization needs to be driven from the top down, but do you need buy-in across the whole organisation as well?
For example with our field technicians - do we need their understanding of the concept and if so how do you achieve that?
JS: The easy answer to that is yes, you need buy in across the whole organisation because you are going to be relying on those inter-siloed relationships within the business to deliver within your promise. You’re going to have to rely on your supply chain and you’re going to have to rely on all your internal supporting departments to deliver that.
It is a fundamental change to the way you do business and the way you have done things traditionally, so yes the answer is yes you do need to have buy in from all levels and in particular your service engineers
There will be a lot of knowledge in those teams, which is experiential and built up over time together with product training and in some ways you’re starting to both capitalise on their experience but also put it in a bottle so that you can use it in your supporting systems and algorithms for example.
That represents a fairly big challenge and that’s also going to have it’s own implications for supporting systems such as knowledge management.
KO: Finally, technology is the key enabler to allow us to move to advanced services, but how far along the journey do you think we are in terms of the development of the technology such as IoT and Cloud? Are we there already or is there more to come?
JS: In terms of being enabled to do the job and to support the decision-making within servitization I think we are actually there with the Internet of Things. OK, there will be enhancements, maybe faster connection times, you can store more data etc., but I think it is essentially there.
We’ve got enough to be able to do it, maybe even too much.
The real challenge is what you are measuring, the volume of what you are measuring, how you analyse it and draw conclusions from it -to me that is the real challenge.
Also the prize is that the value of the analysis that you do is metamorphosed into the value that you can then create for your customer. How you do that, that methodology, is your future IP. That’s where your sales proposition will lie in the future.
So its not the fact that you can get the data, its what you measure, how you measure it and more importantly how you analyse it, what you do with it and being able to express that value in a manner which the customer can fully understand.
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May 25, 2017 • Features • Fleet Technology • Autonomous Vehicles • fleetmatics • ford • Paul Miller • David Rodriguez • fleet management • Greenroad • Tesla
With many major automotive manufacturers promising autonomous vehicles to hit the roads within the next couple of years the reality of the autonomous fleet for field service organisations is no longer a futuristic fantasy but a genuine reality - so what exactly could the autonomous vehicle mean for field service?
The hype around autonomous vehicles is getting ever stronger, but what role if any could they play in changing how field service delivery is managed?
“Autonomous vehicles undoubtedly represent an exciting development for fleets, particularly from a productivity perspective,” comments Paul Miller, Product Manager, Fleetmatics.
“They have the potential to disrupt the traditional fleet model of assigning one vehicle to one driver, as in future they will be able to support the workload of multiple field service agents at the same time. Imagine a future, for example, where an autonomous vehicle knows the average job time of each agent, and is therefore able to schedule drop offs and pick-ups to complement their work.”
“By performing the same role for several field agents in a specific area, this could create significant productivity savings across a fleet, particularly in relation to fuel efficiency and workload management, through a reduction in unnecessary time spent on the road or idling.”
David Rodriguez, Chief Marketing Officer for GreenRoad also agree that productivity could be significantly increased if we were to see autonomous fleets emerge.
“Autonomous vehicles should positively affect productivity, safety and costs for field service organisations,” he explains.
“First, they’ll enable field service technicians to recapture productive hours during the day. Rather than focusing on driving, workers will be able to concentrate on customer service, reporting, and other elements of their job while on the road.”
“Autonomous vehicles will also enable companies whose field tasks don’t require specialised equipment to move to a model in which the company owns fewer vehicles (or simply contracts with a car-sharing provider), and employees are picked up and dropped off at their worksite, freeing up the vehicle for the next employee. Most importantly, autonomous vehicles will improve safety.”
“Today, according to the NHTSA 1 in 5 fleet vehicles are involved in accidents each year. Eliminating human error from the driving experience will lead to lower accident rates, repair costs and absenteeism, and overall cost reductions ranging from $16,000 - $500,000.”
1 in 5 fleet vehicles are involved in accidents each year. Eliminating human error from the driving experience will lead to lower accident rates, repair costs and absenteeism, and overall cost reductions ranging from $16,000 - $500,000.
“We are still some time away from autonomous vehicles becoming commonplace in field service delivery,” says Miller
“The means testing programmes being carried out by their developers still have many years to run – and even then, these programmes haven’t focused on the vehicles’ suitability for field service delivery models. As a result, they are still relatively unproven in the professional space, so until they become the norm, telematics provides the best technology solution for safer, more responsible driving. Many of the benefits ascribed to driverless vehicles – such as increased fuel efficiency, improved safety and greater productivity - are actually already possible by leveraging telematics software against a fleet, so in many ways, the benefits of driverless vehicles are already available.”
Rodriguez however, thinks the future may not be quite so far away.
“The Society of Automotive Engineers is classifying self-driving technology in 6 categories, ranging from no automation (Level 0) to full automation (Level 5). Some manufacturers hope to achieve Level 4 autonomy in the coming years, with Tesla promising “full self-driving capabilities” (presumably Level 3 or 4) this year and Ford setting a date of 2021 to achieve Level 4 autonomy.”
“Level 5 vehicles that require no human intervention under any circumstances (extreme weather conditions, uncharted roads, etc.) may still be decades away. But even with level 4 technology, we can expect to see a shift in the preferences of field service companies, as fleets stand to gain a great deal of benefit from the safety, efficiency and operational improvements autonomous vehicles offer.”
“Amazon, Fed Ex and others are already testing out automated deliveries. It’s not unreasonable to think we could see fully autonomous fleets (with human workers on board when extreme conditions are expected) within the next 4-5 years.
Autonomous vehicle fears are mostly unfounded for a simple reason – multiple studies have shown that human error is the cause of 90 percent of vehicle accidents
“Autonomous vehicle fears are mostly unfounded for a simple reason – multiple studies have shown that human error is the cause of 90 percent of vehicle accidents", explains Rodriguez.
“While technology is certainly prone to human error in the development stage (bugs and programming gaps), automakers are taking the responsibility for releasing well-vetted autonomous technology very seriously, understanding that early mistakes could set autonomous adoption back by years."
Many of the fears you hear discussed, such as the fear that the vehicle will sacrifice its passenger if it means avoiding a collision with a school bus, rely on scenarios that will become virtually non-existent once self-driving cars are widely adopted.
“Just as automakers are highly motivated to ensure their vehicles are safe, they’re motivated to work with lawmakers to ensure the needed regulation is in place before their technology is ready for mass adoption. They may not be organised in their efforts yet but a more cohesive approach will no doubt come soon, considering the opportunities ahead. It’s important that reasonable regulation be developed as well as incorporating the extensive amounts of existing professional driver behaviour data that supports comprehensive testing if autonomous vehicles are going to be safe and successful.”
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May 24, 2017 • Features • Augmented Reality • Future of FIeld Service • Niklas Rengfors • XM reality • Big Debate • David Nedohin • Evyatar Meiron • FieldBit • ScopeAR
Last week we launched a new feature called the Big Discussion where we take one topic, bring together three leading experts on that topic and put four key questions to them across four weeks, to help us better understand its potential impact on the...
Last week we launched a new feature called the Big Discussion where we take one topic, bring together three leading experts on that topic and put four key questions to them across four weeks, to help us better understand its potential impact on the field service sector...
Our first topic is Augmented Reality and our experts are Evyatar Meiron, CEO, Fieldbit, Niklas Rengfors, Head of Sales & Marketing, XM Reality and David Nedohin, President, ScopeAR...
Last weeks question was Just how big an impact can and will Augmented Reality have on field service delivery? Check out our panel's answers here if you missed them
and now onto next weeks question in the Big Discussion
Question Two: What advantages does Augmented Reality offer over video calls such as FaceTime and Skype etc?
David Nedohin, President, ScopeARUnlike a video call, augmented reality offers the ability to overlay specific content (animated instructions, annotations, drawings, 3D content, graphics, text, etc.) onto the real-world and have it “stick” to the part or area being referenced. Using AR, field workers can visualise content, such as predefined instructions, on top of a piece of equipment they’re assembling or repairing to show exactly the right steps, regardless of previous training.
Another advantage that AR presents is that it facilitates more efficient and effective knowledge transfer from a subject matter expert in real-time -- who may be located at the company’s headquarters or a call center -- to the remote worker. With an AR-enabled video calling platform, an expert can collaborate with a colleague out in the field, seeing what they’re seeing in real-time and simulate an “over-the shoulder” view of having someone walk the field worker through the correct procedure.
For example, while viewing a live video stream of a machine undergoing maintenance, an expert could use augmented reality to circle a bolt in real-time and tell the technician in the field to remove it. And with today’s AR technology, the correct bolt would stay circled even as the technician moves around, allowing for an unprecedented level of interaction between the expert and technician. Instead of just “telling” a worker how to do something, the expert can now “show” them and then document that conversation.
Evyatar Meiron, CEO, FieldbitReal-time video can be useful for remote diagnostics, allowing the technician to transmit video from the faulty machine to an expert off-site. Effective field service, however, requires two-way data transfer beyond the capabilities of video.
Augmented reality allows the flow of knowledge from the expert to the technician or user on site. It enables the quick addition of context-sensitive information, such as text annotations, diagrams and other messages, on top of the live video so technicians can zero in on how to fix the machine.
Another key advantage is knowledge capture. Advanced augmented reality platforms, such as Fieldbit, accumulate practical knowledge related to service and repair processes by recording all actions and information exchanged between experts and the field technician.
All visual records, including augmented reality, are stored and are retrievable from a central repository, allowing information to be shared and re-used across the organisation.
Niklas Rengfors, Head of Sales & Marketing, XM RealityAt XMReality we are focusing on industrial users and field service. We have taken experience and put it into features that match customer needs.
We have seen impacts on our low bandwidth functionality and also since we add AR, problems are solved quicker and more efficient and more accurate.
The customisation and integration part we offer also comes into play our discussions with our customers.
Next weeks question: Do you see Augmented Reality ultimately becoming a standard tool included within wider FSM solutions or should it be viewed as a specialist standalone application?
Field Service News is published by 1927 Media Ltd, an independent publisher whose sole focus is on the field service sector. As such our entire resources are focused on helping drive the field service sector forwards and aiming to best serve our industry through honest, incisive and innovative media coverage of the global field service sector.
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