Freight Transport Association (FTA) is transforming its Vehicle Inspection Service (VIS) by deploying FAST LEAN SMART (FLS) real-time automated software to introduce a new, more efficient work scheduling process in conjunction with Microsoft...
AUTHOR ARCHIVES: Mark Glover
About the Author:
Mark is an experienced B2B editor and journalist having worked across an array of magazines and websites covering health and safety, sustainable energy and airports.
Jul 26, 2019 • News • fast lean smart • fleet • Jeremy Squire • Route Planning • scheduling software • Software and Apps
Freight Transport Association (FTA) is transforming its Vehicle Inspection Service (VIS) by deploying FAST LEAN SMART (FLS) real-time automated software to introduce a new, more efficient work scheduling process in conjunction with Microsoft Dynamics 365.
FTA is the only organisation in the UK to represent the entire logistics industry, with more than 17,000 member organisations across all modes of transport. It represents the interests of its members on all matters that affect the sector, from Brexit to rail freight costs to UK fuel duty. It also provides training and business services to members, and vehicle inspections and compliance are a key part of this offering.
Until now, coordinating these inspections has been entirely manual. “There was no centralised system so engineers had to schedule their own work,” says Matt Doherty, Head of Technology at FTA. “This was a protracted process and their time was not being used efficiently. A long chain of phone calls and emails between administrators, engineers and customers, also meant communication lines were not as clear as they could be. We needed a system that could book inspections centrally and automatically, shorten travel times and empower our engineers to be more productive.”
FTA looked at four providers of scheduling and route optimisation software before deciding on FAST LEAN SMART. FLS VISITOUR automatically schedules FTA’s vehicle inspection appointments in real-time in the most optimal and efficient way possible, matching the right engineer with the right job according to multiple variables. These include job duration and prioritisation, engineer location, availability and skill set, and speed profiles for accurate journey time with predicted traffic. FTA will also be implementing FLS MOBILE, which will facilitate communication between FTA’s engineers and back office staff and provide automated warnings if an appointment might be missed.
Matt continued: “FLS VISITOUR will reduce overhead for our engineers, allowing them to get more jobs done in the same amount of time, but not compromise the service we provide to our members. FLS enables us to be more flexible and offer end-customers a reliable, efficient and timely service along with a wider array of service options. Everybody wins!”
Another important benefit for FTA is that FLS software is fully configurable and capable of adapting to fast-changing end-customer needs without assistance from FLS. This enables FTA to offer a continually evolving and improving level of service to members with relative ease and independence. Matt says, “Part of our roadmap for the future will be to enable customers to book their own inspections via a self-service portal, which FLS makes possible. This will give them more control and more visibility.”
However, while important, FTA ultimately chose FLS for a different reason. Matt explains, “FLS offered exactly what we needed in terms of scheduling optimisation. But the real reason we chose them was that we knew, with FLS, we wouldn’t just be getting software. We’d be getting a partnership. We interviewed their clients and could see that FLS continues to work closely with them post-deployment to ensure that the software has a positive impact on their business. Their approach is very collaborative and we liked that.”
FTA will incorporate FLS VISITOUR within its forthcoming Microsoft Dynamics 365 deployment and Matt is feeling very positive about the transformative change to their vehicle inspections operation. He says, “Right from when we met FLS at the Copperberg Field Service Summit, we’ve always found the team to be very friendly, amenable and helpful. Their workshops have been professional, detailed and very clear as to everybody’s roles and expectations. This implementation is a big change for FTA and its members but with FLS’s customer-centric approach we know we are in good hands.”
Click here to find out more about Fast Lean Smart.
Click here to find out more about Fast Lean Smart.
Jul 26, 2019 • News • future of field service • Global Mobile Broadband • broadband
Taiwan heads the list with 37 of the top 50 located in Europe and the UK sitting in 34th place.
Taiwan heads the list with 37 of the top 50 located in Europe and the UK sitting in 34th place.
A survey of 207 countries' broadband speed has revealed Taiwan as the fastest provider with average speeds of 85.03 megabytes per-second. In contrast Yemen, the slowest, recorded speeds of 0.38Mbps. The UK, was 34th fastest clocking up an average speed of 22.37Mbps.
A survey of 207 countries' broadband speed has revealed Taiwan as the fastest provider with average speeds of 85.03 megabytes per-second. In contrast Yemen, the slowest, recorded speeds of 0.38Mbps. The UK, was 34th fastest clocking up an average speed of 22.37Mbps.
The research was designed and compiled by Cable.co.uk, and the data gathered by M-Lab, an open source project with contributors from civil society organisations, educational institutions, and private sector companies. M-Lab is led by teams based at Code for Science and Society, New America's Open Technology Institute, Google, Princeton University's PlanetLab, and other supporting partners.
Last year, the five fastest countries had download speeds around 88 times faster than the five slowest. That gap is widening. This year the top five are 125 times faster than the five slowest. Taiwan tops the table at 85.02Mbps, compared to Yemen, which is 224 times slower at just 0.38Mbps.
Europe fared well with 37 of the top 50 fastest-performing countries are located in the continent, with ten in Asia & Pacific, two in North America, and just one in Africa. By contrast, 25 of the 50 slowest-performing countries are located in Africa, 12 in the Arab States with ten in Asia & Pacific, and three in South/Latin America
However, 141 countries failed to achieve average speeds above 10Mbps, a speed deemed by UK telecoms watchdog Ofcom to be the minimum required to cope with the needs of a typical family or small business.
Jul 25, 2019 • Features • Management • Michael Blumberg • first time fix
First time fix rates have always been and likely always will be the number one KPI that Field Service Companies focus on, but it is an elusive number to hit, Michael Blumberg gives his expert advice... Achieving a high first-time fix rate and...
First time fix rates have always been and likely always will be the number one KPI that Field Service Companies focus on, but it is an elusive number to hit, Michael Blumberg gives his expert advice...
Achieving a high first-time fix rate and completing service visits in a timely manner represents the Holy Grail for many Field Service Organizations (FSOs). Unfortunately, many FSOs face stumbling blocks to achieving this outcome. At issue, their technicians may lack the knowledge required to effectively resolve service issues in a timely manner.
In many cases, the information exists within the organization but it is difficult for technicians to find or access it in a timely manner. As a result, the customer may experience longer downtime while the FSO experiences higher operating costs associated with lost productivity, longer time spent on site, and increased calls to the Technical Support by the Field Service team.
This status quo may exist for several reasons. First, knowledge is maintained in disparate and disconnected databases. For example, service knowledge may exist in manuals, knowledge, articles, service bulletins, schematics, support tickets, or Knowledge Management Systems. Second, the information sources may differ in complexity, format, maturity or even language. Some of these sources may be analog (i.e., paper-based) while others might be digital/ online. Regardless, it becomes a time consuming and cumbersome task for technicians to find this information.
Another challenge to knowledge management that some FSOs face is that there is often no system of record or audit trail to capture the steps technicians followed or the knowledge sources they relied on to solve the problem. Documenting this information could save a lot of time next time a different technician encounters the same problem. FSOs have attempted to solve these problems through one or more the following technologies:
CRM/ERP
Many CRM/ERP applications include feature functionality for storing and retrieving repair documentation based on keyword search. Others include the ability to search for a possible solution to a problem based on the description of the symptoms. Unfortunately, CRM/ERP knowledge solutions are typically designed for a Telephone Technical Support environment. As a result, they are not necessarily mobile friendly.
Knowledge Management Solutions (KMS)
For example, CaseBased Reasoning (CBR), Artificial Intelligence (AI), Machine Learning, or Neural Networks. These solutions provide a more precise diagnosis and accurate solution to the problem at hand then CRM/ERP solutions. However, they can be very costly and time consuming to implement particularly if the FSOs is supporting an extremely large install base of equipment with a long service tail.
• Augmented Reality (AR)
This technology is gaining widespread appeal as a preferred technology for facilitating an improved remote support experience between experts and field service engineers (FSEs)/ customers. It is of course much more economical to deploy than KMS solutions listed above. The consensus among industry participants is that AR is best suited for situations where the field engineer is working on something for the first time and/or has exhausted other attempts at solving the problem.
While they are many great Knowledge tools available to FSOs, each application has its limitations. Unfortunately, no single technology is a panacea for all issues. A more effective alternative is to implement a unified knowledge platform that leverages investments in legacy Knowledge assets (e.g., service bulletins, knowledge articles, etc.) while permitting the addition of advanced functionality such as AR, IoT data, AI, machine learning, and predictive analytics.
Characteristics of the optimal solution include:
• A unified platform that connects disparate systems and knowledge bases through a single sign-on;
• Ability to deliver all service content including service manuals, service bulletins, knowledge articles, parts catalogues, and training videos on any mobile device;
• Allow Google-like search against fully indexed content from all sources for faster and more accurate results;
• Filter relevant answers based on the product failed component, symptom, or failure description;
• Easily author and publish content in real-time to deliver the most up-todate and accurate information;
• Capture technician feedback to continuously improve the content and search results;
• Multilanguage support capabilities including real-time text transaction;
• Integration into enterprise systems (e..g, CRM/ERP) and other knowledge tools;
• Reporting and analytics.
Electrolux, a leading global appliance manufacturer, provides a great example of a company that was able to overcome knowledge challenges by implementing a unified knowledge management platform. The company’s legacy system was outdated, not searchable, or mobile friendly.
Service information was located inside Electrolux’s firewall and there was no offline functionality. Service Technicians spent an inordinate amount of time retrieving information. They would often contact the Electrolux Technical Support Line for help, placing an increased burden on the Support Line personnel.
By implementing a solution similar to the one described above from Mize, Inc., Electrolux is now able to provide its 3,000+ service providers with real-time mobile access to knowledge documents and videos. To date, over 2,000+ documents have been published by Electrolux, reducing the number of interface points for service providers and dealers to access information.
This enhanced capability has reduced both the number of calls to the Technical Support Line and the length of hold times that Technicians experience.
Not only that, Electrolux is able to reduce their support costs. In addition, technicians are more productive as measured by shorter repair times and higher first-time fix rates all of which have a dramatic improvement on Customer Experience.
MIchael Blumberg is Founder of Field Service Insights and CMO of Mize.
Achieving a high first-time fix rate and completing service visits in a timely manner represents the Holy Grail for many Field Service Organizations (FSOs). Unfortunately, many FSOs face stumbling blocks to achieving this outcome. At issue, their technicians may lack the knowledge required to effectively resolve service issues in a timely manner.
In many cases, the information exists within the organization but it is difficult for technicians to find or access it in a timely manner. As a result, the customer may experience longer downtime while the FSO experiences higher operating costs associated with lost productivity, longer time spent on site, and increased calls to the Technical Support by the Field Service team.
This status quo may exist for several reasons. First, knowledge is maintained in disparate and disconnected databases. For example, service knowledge may exist in manuals, knowledge, articles, service bulletins, schematics, support tickets, or Knowledge Management Systems. Second, the information sources may differ in complexity, format, maturity or even language. Some of these sources may be analog (i.e., paper-based) while others might be digital/ online. Regardless, it becomes a time consuming and cumbersome task for technicians to find this information.
Another challenge to knowledge management that some FSOs face is that there is often no system of record or audit trail to capture the steps technicians followed or the knowledge sources they relied on to solve the problem. Documenting this information could save a lot of time next time a different technician encounters the same problem. FSOs have attempted to solve these problems through one or more the following technologies:
CRM/ERP
Many CRM/ERP applications include feature functionality for storing and retrieving repair documentation based on keyword search. Others include the ability to search for a possible solution to a problem based on the description of the symptoms. Unfortunately, CRM/ERP knowledge solutions are typically designed for a Telephone Technical Support environment. As a result, they are not necessarily mobile friendly.
Knowledge Management Solutions (KMS)
For example, CaseBased Reasoning (CBR), Artificial Intelligence (AI), Machine Learning, or Neural Networks. These solutions provide a more precise diagnosis and accurate solution to the problem at hand then CRM/ERP solutions. However, they can be very costly and time consuming to implement particularly if the FSOs is supporting an extremely large install base of equipment with a long service tail.
• Augmented Reality (AR)
This technology is gaining widespread appeal as a preferred technology for facilitating an improved remote support experience between experts and field service engineers (FSEs)/ customers. It is of course much more economical to deploy than KMS solutions listed above. The consensus among industry participants is that AR is best suited for situations where the field engineer is working on something for the first time and/or has exhausted other attempts at solving the problem.
While they are many great Knowledge tools available to FSOs, each application has its limitations. Unfortunately, no single technology is a panacea for all issues. A more effective alternative is to implement a unified knowledge platform that leverages investments in legacy Knowledge assets (e.g., service bulletins, knowledge articles, etc.) while permitting the addition of advanced functionality such as AR, IoT data, AI, machine learning, and predictive analytics.
Characteristics of the optimal solution include:
• A unified platform that connects disparate systems and knowledge bases through a single sign-on;
• Ability to deliver all service content including service manuals, service bulletins, knowledge articles, parts catalogues, and training videos on any mobile device;
• Allow Google-like search against fully indexed content from all sources for faster and more accurate results;
• Filter relevant answers based on the product failed component, symptom, or failure description;
• Easily author and publish content in real-time to deliver the most up-todate and accurate information;
• Capture technician feedback to continuously improve the content and search results;
• Multilanguage support capabilities including real-time text transaction;
• Integration into enterprise systems (e..g, CRM/ERP) and other knowledge tools;
• Reporting and analytics.
Electrolux, a leading global appliance manufacturer, provides a great example of a company that was able to overcome knowledge challenges by implementing a unified knowledge management platform. The company’s legacy system was outdated, not searchable, or mobile friendly.
Service information was located inside Electrolux’s firewall and there was no offline functionality. Service Technicians spent an inordinate amount of time retrieving information. They would often contact the Electrolux Technical Support Line for help, placing an increased burden on the Support Line personnel.
By implementing a solution similar to the one described above from Mize, Inc., Electrolux is now able to provide its 3,000+ service providers with real-time mobile access to knowledge documents and videos. To date, over 2,000+ documents have been published by Electrolux, reducing the number of interface points for service providers and dealers to access information.
This enhanced capability has reduced both the number of calls to the Technical Support Line and the length of hold times that Technicians experience.
Not only that, Electrolux is able to reduce their support costs. In addition, technicians are more productive as measured by shorter repair times and higher first-time fix rates all of which have a dramatic improvement on Customer Experience.
MIchael Blumberg is Founder of Field Service Insights and CMO of Mize.
Jul 25, 2019 • News • fleet • Software and Apps • utilities • Big CHange • Managing the Mobile Workforce
Gas Smart Heating Ltd has rolled out a high tech mobile workforce system as part of a paperless management system.
Gas Smart Heating Ltd has rolled out a high tech mobile workforce system as part of a paperless management system.
A specialist in domestic heating and plumbing, Gas Smart Heating has equipped its field engineers with tablets running jobWatch, a 5 in 1 app supplied by BigChange. Incorporating vehicle tracking with real time job reporting via the tablets, the system provides Gas Smart Heating with a complete end to end business solution.
Headquartered in Brighton, Gas Smart Heating provides reactive gas and plumbing maintenance including boiler and appliance installation. Formed just 5 years ago the company wanted to introduce the latest technology to underpin further expansion. The BigChange system has replaced existing software and paper-based systems, eliminating paperwork throughout the business.
“As we began to grow and recruit more engineers, we realised we needed a much more professional system in order to match larger service providers such as British Gas,” says Steven Cahalane, Director, Gas Smart Heating. “We really needed a single system that would do everything and it was clear from the outset that BigChange offered something that fitted the bill exactly.”
Gas Smart Heating use JobWatch to log incoming calls, schedule work with jobs sent electronically to the assigned engineers’ tablet. With real-time data from the job, the office is always kept in the picture and can quickly resolve any issues - with invoices generally raised on the day of job completion.
“In implementing the BigChange system we wanted to get in early with the latest technology and as state-of-the-art software it gives us a crucial competitive edge in the market. With JobWatch we are probably 25 percent more efficient; without it we need more office staff and I would be overwhelmed with administration tasks and paperwork. In fact, without it we simply wouldn’t be able to compete,” comments Cahalane.
BigChange matches the functionality of systems costing hundreds of thousands of pounds used by national utility firms. This allows new independent players like Gas Smart Heating to enter the market and match the levels of service provided by the traditional suppliers.”
Operationally, JobWatch has been implemented to provide information on appliances and job history information so engineers have visibility of previous faults and work done. The system also manages stocks and parts purchasing so engineers no longer face delays on jobs waiting on parts.
As part of JobWatch vans are fitted with satellite tracking. Previously engineers were being called to check on their whereabouts but the system has eliminated that by providing email or text ETA alerts to keep the customer informed on the day. Customers are also able to track engineers progress via a link they receive by Gas Smart heating.
Jul 24, 2019 • Fleet Technology • News • fleet • telematics
Kinesis is to make its popular vehicle tracking service more widely available to potential partners in the UK and overseas following the announcement of a re-seller programme.
Kinesis is to make its popular vehicle tracking service more widely available to potential partners in the UK and overseas following the announcement of a re-seller programme.
The Crewe-based provider of telematics offers a unique online platform that, since its launch in 2015, has already attracted over 20,000 customers in the UK and is being used to track 130,000 vehicles worldwide.
To underpin further growth, Kinesis is now seeking suppliers in the fleet sector who want to add value to their business with a tracking service that is particularly easy to use and integrate with other solutions. Built as a modern cloud solution from the outset, Kinesis is designed to incorporate fuel card data, giving fleet operations managers a single platform for their insight and performance activity.
“Kinesis has been a big hit since launch not only because it is very affordable, accessible and easy to use but because it also offers a one stop shop for fuel and telematics. This appeals to busy managers who are always looking to get more done in less time,” comments Jez Strong, Strategic Alliance Director at Kinesis.
Because of this integration capabilities, Kinesis - their team pictured above - believe fuel card companies will be especially interested, and the company has already signed reseller agreements with Drive Card, Wex, DKV, Certas and Fuelmate. Elsewhere, the Kinesis team are confident that suppliers of fleet software, financial services, and insurance will particularly benefit in offering a telematics service due to it adding increasing value.
“With our recent acquisitions of telematics businesses the group has boosted its technical capability and resources in this area and that has given us a strong platform for growth. The company has already established a presence in the US, Europe and the Far East and by making Kinesis more widely available through partners, we will be well placed to meet the demands of what continues to be a growing market,” says Greville Coe, Group Managing Director - Telematics at Radius Payment Solutions, the company behind Kinesis.
Kinesis offers real time monitoring with the provision of arrival time and vehicle location data to customers, with added features such as a mobile app, vehicle-use data and driver performance analysis.
“Kinesis provides a forthright solution for fleet managers operating in a range of sectors from across the globe and as the company looks to expand internationally, it is clear that this programme will be central to any future growth,” added Strong.
Jul 24, 2019 • Features • Augmented Reality • Future of FIeld Service • Workforce • IFS • skills • The Big Discussion • OverIT • Librestream
In the Big Discussion we bring together a panel of industry experts and focus on one key topic within the field service sector. In the second of a four part series on Augmented Reality, our panel including Stephen Jeffs-Watts, Senior Advisor...
In the Big Discussion we bring together a panel of industry experts and focus on one key topic within the field service sector.
In the second of a four part series on Augmented Reality, our panel including Stephen Jeffs-Watts, Senior Advisor Service Management, IFS, Francesco Benvenuto Product Marketing Manager, SPACE1 by OverIT and John Bishop, President, Librestream discuss what role the technology can play in the challenge around an ageing workforce.
What role can AR play in helping field service companies overcome the ageing workforce crisis they may be facing?
JOHN BISHOP, PRESIDENT, LIBRESTREAM
As the ageing workforce continues to challenge field service operations, the need to transfer and harness the knowledge of these experts is undeniable. With statistics such as 10,000 workers retiring every day in the US market for example, it is clear why this trend is a major driver for AR within field service.
The ageing workforce challenge is also compounded by the introduction of millennial workers. One of our industrial customers shared that it costs up to $1M and nine months to train a new worker to the previous SME standard. With millennials staying an average of three years, doing things the old way is not sustainable.
Using AR to provide ‘just in time’ training instead of ‘just in case’ training is essential. This ‘just in time’ training is achievable with AR solutions like digital work instructions to step them through a process and remote expert guidance to access advice on the job.
FRANCESCO BENVENUTO, PRODUCT MARKETING MANAGER, SPACE1 BY OVERIT
AR makes it easier for companies to move from an employee-centric approach to a wider and constantly evolving enterprise-centric approach where knowledge and know-how transfer are the core elements.
Every company should aim at equipping both technicians and operators with a user-friendly solution which does not require any coding skills for generating new content but instead creates a collaborative working environment where knowledge is easily shared.
Customer satisfaction plays also a pivotal role when it comes to determining the success of a company and the ability to provide the technician with the expertise needed at the right moment helps to reach this ambitious goal.
The spread of consumers’ devices and user-friendly AR products is smoothing such transitions provide all employees, from millennials to more senior operators, with the essential skills required. An AR solution should always adapt to the company information architecture employed and each user should be able to access the data needed to augment the real world with rich and intuitive content.
Choosing an integrated platform, which is flexible and can be easily connected to the existing systems, such as ERP and IoT, will allow enterprises to quickly see the benefits AR can offer to pave the way for success.
STEPHEN JEFFS-WATTS, PRODUCT MANAGER, SERVICE MANAGEMENT, IFS
The key use-case in this area is the remote expert whose expertise can be leveraged across multiple field technicians to rapidly increase competency in the field.
This is critical in supporting the next wave of service technicians which the industry needs as more experienced technicians leave the workforce.
This use-case also provides a potential way to extend the career of some technicians, re-deploying field-based workers as remote experts whose specific objective is to increase competence and transfer their extensive knowledge, gained through years of in-field experience, to the next generation of technicians.
The third part of the big discussion will be published next week. You can read the first instalment here.
In the second of a four part series on Augmented Reality, our panel including Stephen Jeffs-Watts, Senior Advisor Service Management, IFS, Francesco Benvenuto Product Marketing Manager, SPACE1 by OverIT and John Bishop, President, Librestream discuss what role the technology can play in the challenge around an ageing workforce.
What role can AR play in helping field service companies overcome the ageing workforce crisis they may be facing?
JOHN BISHOP, PRESIDENT, LIBRESTREAM
As the ageing workforce continues to challenge field service operations, the need to transfer and harness the knowledge of these experts is undeniable. With statistics such as 10,000 workers retiring every day in the US market for example, it is clear why this trend is a major driver for AR within field service.
The ageing workforce challenge is also compounded by the introduction of millennial workers. One of our industrial customers shared that it costs up to $1M and nine months to train a new worker to the previous SME standard. With millennials staying an average of three years, doing things the old way is not sustainable.
Using AR to provide ‘just in time’ training instead of ‘just in case’ training is essential. This ‘just in time’ training is achievable with AR solutions like digital work instructions to step them through a process and remote expert guidance to access advice on the job.
FRANCESCO BENVENUTO, PRODUCT MARKETING MANAGER, SPACE1 BY OVERIT
AR makes it easier for companies to move from an employee-centric approach to a wider and constantly evolving enterprise-centric approach where knowledge and know-how transfer are the core elements.
Every company should aim at equipping both technicians and operators with a user-friendly solution which does not require any coding skills for generating new content but instead creates a collaborative working environment where knowledge is easily shared.
Customer satisfaction plays also a pivotal role when it comes to determining the success of a company and the ability to provide the technician with the expertise needed at the right moment helps to reach this ambitious goal.
The spread of consumers’ devices and user-friendly AR products is smoothing such transitions provide all employees, from millennials to more senior operators, with the essential skills required. An AR solution should always adapt to the company information architecture employed and each user should be able to access the data needed to augment the real world with rich and intuitive content.
Choosing an integrated platform, which is flexible and can be easily connected to the existing systems, such as ERP and IoT, will allow enterprises to quickly see the benefits AR can offer to pave the way for success.
STEPHEN JEFFS-WATTS, PRODUCT MANAGER, SERVICE MANAGEMENT, IFS
The key use-case in this area is the remote expert whose expertise can be leveraged across multiple field technicians to rapidly increase competency in the field.
This is critical in supporting the next wave of service technicians which the industry needs as more experienced technicians leave the workforce.
This use-case also provides a potential way to extend the career of some technicians, re-deploying field-based workers as remote experts whose specific objective is to increase competence and transfer their extensive knowledge, gained through years of in-field experience, to the next generation of technicians.
The third part of the big discussion will be published next week. You can read the first instalment here.
Jul 23, 2019 • News • connected devices • future of field service • Medical Devices • Berg Insight
Research finds that high use of connected care solutions in North America.
Research finds that high use of connected care solutions in North America.
A new report from the IoT analyst firm Berg Insight has found that around 18.0 million people in North America were using connected care solutions at the end of 2018.
The figure refers to users of medical alert systems, connected medication management solutions and remote patient monitoring (RPM) solutions in Canada and the US. RPM is the largest and most mature segment having a total of 16.1 million users at the end of 2018. The market for medical alert systems is considerably smaller with an estimated total of 3.1 million users, whereas the number of connected medication management users reached 900,000 at the end of 2018. There is an overlap between the market segments as medical alert users can also be equipped with a medication management solution or an RPM solution, and vice versa. The market is forecasted to grow at a compound annual growth rate (CAGR) of 18.3 percent during the next six years to reach 49.4 million connected care users by 2024.
The leading use case for RPM have thus far been sleep therapy monitoring. Patients that suffer from sleep-disordered breathing such as obstructive sleep apnea (OSA) are typically prescribed an airflow generator, but many patients find the device unpleasant to use and poor compliance is common. Payers thus increasingly require that patients comply with their treatment plans to be reimbursed for the device which has driven equipment vendors to connect the devices. Philips is the largest provider of connected airflow generators. ResMed follows closely thanks to the company’s decision to include cellular IoT connectivity as standard in its Air Solutions product family.
The North American market for connected care solutions is affected by several trends and developments that will have an impact on the competitive landscape in the following years. Changing demographics is driving the demand for home care, while technological developments and regulatory changes affect the competitive landscape for solution vendors. One of the major ongoing changes is the sunset of the landline telephone networks and cellular 3G networks, which forces equipment providers to upgrade their products. At the same time, the industry is becoming more patient-centric which calls for integrated systems and improved interoperability of connected care solutions. New companies are entering the connected care market and connected medication management solutions are today in the centre of attention for start-ups.
Jul 22, 2019 • News • Hardware • rugged • rugged tablet
New R11L offers a compact, feature-rich option at an affordable price for workers in retail, hospitality, warehousing, logistics and field service.
New R11L offers a compact, feature-rich option at an affordable price for workers in retail, hospitality, warehousing, logistics and field service.
Durabook, the global rugged mobile solutions brand owned by Twinhead International Corporation, have announced the European launch of its high performance, lightweight 11.6 inch touchscreen tablet. The new R11L is built to boost productivity and efficiency for workers in retail, logistics and hospitality, as well as for applications like workforce management, asset/inventory management, mobile POS, line-busting, in-aisle assistance, and table service. The R11L expands Durabook’s rugged tablet range and offers an enterprise-class option for workers that require seamless data-capture and high flexibility.
“Demand has never been stronger for our 11-inch fully rugged tablets, as more and more customers are demanding thin, light devices that offer quality, durability and top performance, all at an unmatched price in the current market,” said Twinhead CEO Fred Kao. “Our current range of rugged tablets is already benefiting hundreds of users across a wide range of industries and work environments, and we're confident the R11L will deliver agility, efficiency and responsiveness that businesses demand today.”
The R11L is slim and lightweight (1.2kg), making it highly portable. It has up to 16 hours of battery life, includes Windows® 10 Pro, a high-performance, energy-smart Intel® Pentium processor and Intel® HD 610 Graphics, for fast and efficient use of applications and visuals on the move and around the clock. Reliable connectivity and high-speed data transmission are delivered via Intel® Dual Band Wireless and Bluetooth® V5.0. The device’s DynaVue® sunlight readable LCD screen has a 10-point capacitive multi-touch panel, which can be used with a glove, stylus, or finger, even if the screen is wet, optimising the device’s usability regardless of work conditions. With an IP65 rating and MIL-STD-810G certification for 4’ drop, shock, vibration, rain, dust, sand, humidity, high/low temperature, and more; plus ANSI 12.12.01 C1D2 certification, the R11L can be used in almost any operating environment and deliver reliable performance.
Durabook offers opportunities for customisation and the R11L has many expansion options available; including optional RFID reader, smartcard, barcode and magnetic stripe readers for seamless data-capture as well as a rear camera.
As with all Durabook mobile computing devices, the R11L comes with a standard three year warranty and local repair facilities.
Durabook rugged tablet range includes the R11, ideal for the complex computing and graphics needs of workers in oil and gas, and field service; and the ultra-rugged U11I, which meets the needs of workers in the most extreme environments, such as military and public safety.
Jul 22, 2019 • Features • Management • Bill Pollock • Strategies for GrowthSM • Customer Satisfaction and Expectations
To paraphrase Peter Drucker, we cannot manage what we do not measure and of course we cannot improve what we cannot manage. So it is handy to have such a highly regarded industry analyst as Bill Pollock, President of Strategies for GrowthSM, on...
To paraphrase Peter Drucker, we cannot manage what we do not measure and of course we cannot improve what we cannot manage. So it is handy to have such a highly regarded industry analyst as Bill Pollock, President of Strategies for GrowthSM, on hand to give his expert insight into how field service organisations should measure and improve their service delivery...
Whether your present customer service performance is good, bad, or anything in-between, one thing is certain - it can be made better! Even the best customer service or technical support personnel will admit that they have some shortcomings in certain areas, and that there could, in most cases, be some improvement made. And if you can see it yourself, you can rest assured that your customers see it as well!
Some companies monitor their employees’ performance on an ongoing basis through the use of customer satisfaction surveys and/or field engineer skills assessments and performance evaluations. However, regardless of whether your company conducts these types of studies, it will always be your responsibility to measure your own (and your organisation’s) performance, and determine how you may be able to improve it over time.
There are some specific guidelines that you can follow, and we suggest that you use the following to conduct a self-assessment (or organisation-wide assessment) of your current customer service performance levels:
Select the areas where you believe you can attain the quickest improvement - both on the basis of your own evaluation, as well as through the eyes of your customers. Be aware that you and your customers may not always agree on which areas of your performance need to be fixed first, or which will require the greatest attention. Still, it will be helpful to look
at it from both perspectives as you prepare a “list” of the specific areas that you will need to improve.
Elect to do something about improving the areas you have identified on your list. This is not the time to go into “denial” if either your company’s performance appraisals - or your customers - are telling you otherwise. Remember, there are no “perfect” service technicians out in the marketplace; everybody makes mistakes, everybody has some problems that need to be worked out, and everybody can stand to benefit from some improvement. But, no improvement can ever be made if you do not first identify what it is, and; second, elect to do something about it.
Leave behind any of the old conventions you used in the past if they are no longer applicable. If you have been in your job position long enough, you have probably seen how some of the things that used to work every time only work some of the time today; things that used to work occasionally don’t work at all anymore; and things that only used to work “once in a blue moon”, now, don’t even make sense! For example, in the past, it was easy to tell a customer, “Sorry I didn’t get back to you any sooner - I only just got your message late this afternoon after the close of the business day.” This excuse used to work; however, with voice mails, texts, e-mails, and cell phones, this is no longer an excuse in the customer’s eyes - even when it really is! On the other hand, with new conventions that did not even exist 15 or 20 years (i.e., wireless communications, texts, etc.), you have new opportunities to improve your customer service performance - but, again, only if you use them!
Follow the guidance provided to you by company management, your Human Resources department, and any of the various training programs you have been able to participate in over the course of your career. Listen to constructive criticism from those who are in a position to provide it; and take it to heart when you conduct your own self-assessment. Remember, it will be in the best interests of both the company and its customers for your customer service capabilities to improve. However, it will be difficult to improve your performance entirely in a “vacuum”, and that is why you will need to continually follow the leads that are often provided by these key internal and external influences. Assume that everything you do can be improved. You know it; your management knows it; and your customers know it. This does not necessarily reflect a shortcoming in your performance capabilities; all it means is that whatever you are doing, you can do it better.
Sometimes this requires further education and training; sometimes it requires simply fine-tuning what you have already been doing; and sometimes it simply means doing some things better, faster, or “cleaner”. Albert Einstein always felt that if he were “smarter”, he could have gone well beyond the formulation of his theory of relativity. Nobody believes Einstein was a slacker when it came to physics - he just felt he could do better. And so should you!
Strive to make the necessary adjustments for improving your customer service performance capabilities. Some of these adjustments may be major (i.e., new training, re-training, taking additional courses or classes, etc.); some may be relatively minor (i.e., taking more notes or documenting what you do on a daily basis better, following up by telephone more often than you have historically, etc.); and some may just work themselves out as a result of your ongoing experiences with customers.
But, whatever the case, you need to understand that the way you do things today will not necessarily be the way you do things tomorrow; that some processes will change, and some will be replaced by new processes. With this in mind, you will always need to be aware of the adjustments that will be required, and equally prepared to adapt them into your daily, weekly, and ongoing service performance routines.
Spend some time doing each of these self-assessment tasks. As a general rule of thumb, people won’t tell you that you are doing something wrong until you’ve done it wrong at least two or three times - or more! Sometimes they won’t tell you you’ve been doing something wrong until you’ve done it dozens of times! You cannot always rely on others to tell you when your performance is “off”.
Therefore, by routinely giving yourself (and your organisation) a self-assessment appraisal - nothing too formal; just something that can keep you in check over time - you will not need to depend on others to tell you when you are going wrong, because you will already know it. Just as it is advisable to do prescribed medical self-checks at home so you can diagnose diseases before they can do you great harm, it is just as important to do these customer service-focused self-checks at work before poor performance harms your reputation among your company’s customers.
Ease into a comfortable process that allows you to review, evaluate, reevaluate, and adjust your customer service performance over time, as well as allow you to keep tabs on how well - or not well - you are performing at any given moment.
The reason we emphasise the word “ease” is because if the steps you take to improve your customer service performance are not “easy”, then you are not likely to do them - or at least do them well. Find a process that allows you to monitor your own performance over time, change the way you are doing some things, and introduce new ways of doing things better, thereby allowing you to “play” with the way you conduct your customer service activities until you can find a better way of doing so.
See how well the process works and adjust, re-engineer, or “tweak” it as often as necessary until it virtually runs all by itself. You will find yourself constantly changing things, adding things, or just doing things differently as you learn more and more about what your customers want and expect from you, and the two of you - your customers and yourself - will likely end up working together toward a common goal of improved customer service. From time to time, ask your customers how well you are doing, and where there may be areas that you could be doing better.
Believe me, they will tell you! Also, from time to time, tell your customers what new things you have learned, what customer service training courses you have taken, or what other ways you have learned on how to improve the levels of service and support you are able to provide to them. They will want to know, and these joint interactions may ultimately make it easier for them to see - and acknowledge - how your performance has actually improved over time. The customer service process is an interactive one, and one where you may easily obtain input and feedback from a variety of sources; however, it will be up to you to find them - and use them.
Start the process all over again. And again. And again. In fact, whenever you think that the process is completed, that will probably be a good time to start it all over again.
The self-assessment process, if done properly, will be a continuous one that keeps you (and your organisation) current with your customers’ needs, and provides you with the underlying tools to ensure that you can continually strive to improve the way in which you are able to support your customers.
The good news is that you will never have to do it all alone; your customers will always serve as a source of checks and balances to ensure that you are focusing in the right areas; and your company management will continually be able to provide you with opportunities for improving your own customer service skills - and you should always take advantage of them.
But most importantly, by dealing with your customers’ needs on a daily basis, you will never allow yourself to become “inadequate” - or even just “dusty” - in your ability to support customers, and that is why the self-assessment process you develop will work for you.
By employing the use of these types of self-assessments on an ongoing basis, you will always know where you are meeting your performance targets, where you are not, where you need improvement, and where you have problems. Then, based on the results, it will be up to you and your management team to determine exactly how to fix the things that need to be fixed, and resolve any problems that have been identified.
Whether your present customer service performance is good, bad, or anything in-between, one thing is certain - it can be made better! Even the best customer service or technical support personnel will admit that they have some shortcomings in certain areas, and that there could, in most cases, be some improvement made. And if you can see it yourself, you can rest assured that your customers see it as well!
Some companies monitor their employees’ performance on an ongoing basis through the use of customer satisfaction surveys and/or field engineer skills assessments and performance evaluations. However, regardless of whether your company conducts these types of studies, it will always be your responsibility to measure your own (and your organisation’s) performance, and determine how you may be able to improve it over time.
There are some specific guidelines that you can follow, and we suggest that you use the following to conduct a self-assessment (or organisation-wide assessment) of your current customer service performance levels:
Select the areas where you believe you can attain the quickest improvement - both on the basis of your own evaluation, as well as through the eyes of your customers. Be aware that you and your customers may not always agree on which areas of your performance need to be fixed first, or which will require the greatest attention. Still, it will be helpful to look
at it from both perspectives as you prepare a “list” of the specific areas that you will need to improve.
Elect to do something about improving the areas you have identified on your list. This is not the time to go into “denial” if either your company’s performance appraisals - or your customers - are telling you otherwise. Remember, there are no “perfect” service technicians out in the marketplace; everybody makes mistakes, everybody has some problems that need to be worked out, and everybody can stand to benefit from some improvement. But, no improvement can ever be made if you do not first identify what it is, and; second, elect to do something about it.
Leave behind any of the old conventions you used in the past if they are no longer applicable. If you have been in your job position long enough, you have probably seen how some of the things that used to work every time only work some of the time today; things that used to work occasionally don’t work at all anymore; and things that only used to work “once in a blue moon”, now, don’t even make sense! For example, in the past, it was easy to tell a customer, “Sorry I didn’t get back to you any sooner - I only just got your message late this afternoon after the close of the business day.” This excuse used to work; however, with voice mails, texts, e-mails, and cell phones, this is no longer an excuse in the customer’s eyes - even when it really is! On the other hand, with new conventions that did not even exist 15 or 20 years (i.e., wireless communications, texts, etc.), you have new opportunities to improve your customer service performance - but, again, only if you use them!
Follow the guidance provided to you by company management, your Human Resources department, and any of the various training programs you have been able to participate in over the course of your career. Listen to constructive criticism from those who are in a position to provide it; and take it to heart when you conduct your own self-assessment. Remember, it will be in the best interests of both the company and its customers for your customer service capabilities to improve. However, it will be difficult to improve your performance entirely in a “vacuum”, and that is why you will need to continually follow the leads that are often provided by these key internal and external influences. Assume that everything you do can be improved. You know it; your management knows it; and your customers know it. This does not necessarily reflect a shortcoming in your performance capabilities; all it means is that whatever you are doing, you can do it better.
Sometimes this requires further education and training; sometimes it requires simply fine-tuning what you have already been doing; and sometimes it simply means doing some things better, faster, or “cleaner”. Albert Einstein always felt that if he were “smarter”, he could have gone well beyond the formulation of his theory of relativity. Nobody believes Einstein was a slacker when it came to physics - he just felt he could do better. And so should you!
Strive to make the necessary adjustments for improving your customer service performance capabilities. Some of these adjustments may be major (i.e., new training, re-training, taking additional courses or classes, etc.); some may be relatively minor (i.e., taking more notes or documenting what you do on a daily basis better, following up by telephone more often than you have historically, etc.); and some may just work themselves out as a result of your ongoing experiences with customers.
But, whatever the case, you need to understand that the way you do things today will not necessarily be the way you do things tomorrow; that some processes will change, and some will be replaced by new processes. With this in mind, you will always need to be aware of the adjustments that will be required, and equally prepared to adapt them into your daily, weekly, and ongoing service performance routines.
Spend some time doing each of these self-assessment tasks. As a general rule of thumb, people won’t tell you that you are doing something wrong until you’ve done it wrong at least two or three times - or more! Sometimes they won’t tell you you’ve been doing something wrong until you’ve done it dozens of times! You cannot always rely on others to tell you when your performance is “off”.
Therefore, by routinely giving yourself (and your organisation) a self-assessment appraisal - nothing too formal; just something that can keep you in check over time - you will not need to depend on others to tell you when you are going wrong, because you will already know it. Just as it is advisable to do prescribed medical self-checks at home so you can diagnose diseases before they can do you great harm, it is just as important to do these customer service-focused self-checks at work before poor performance harms your reputation among your company’s customers.
Ease into a comfortable process that allows you to review, evaluate, reevaluate, and adjust your customer service performance over time, as well as allow you to keep tabs on how well - or not well - you are performing at any given moment.
The reason we emphasise the word “ease” is because if the steps you take to improve your customer service performance are not “easy”, then you are not likely to do them - or at least do them well. Find a process that allows you to monitor your own performance over time, change the way you are doing some things, and introduce new ways of doing things better, thereby allowing you to “play” with the way you conduct your customer service activities until you can find a better way of doing so.
See how well the process works and adjust, re-engineer, or “tweak” it as often as necessary until it virtually runs all by itself. You will find yourself constantly changing things, adding things, or just doing things differently as you learn more and more about what your customers want and expect from you, and the two of you - your customers and yourself - will likely end up working together toward a common goal of improved customer service. From time to time, ask your customers how well you are doing, and where there may be areas that you could be doing better.
Believe me, they will tell you! Also, from time to time, tell your customers what new things you have learned, what customer service training courses you have taken, or what other ways you have learned on how to improve the levels of service and support you are able to provide to them. They will want to know, and these joint interactions may ultimately make it easier for them to see - and acknowledge - how your performance has actually improved over time. The customer service process is an interactive one, and one where you may easily obtain input and feedback from a variety of sources; however, it will be up to you to find them - and use them.
Start the process all over again. And again. And again. In fact, whenever you think that the process is completed, that will probably be a good time to start it all over again.
The self-assessment process, if done properly, will be a continuous one that keeps you (and your organisation) current with your customers’ needs, and provides you with the underlying tools to ensure that you can continually strive to improve the way in which you are able to support your customers.
The good news is that you will never have to do it all alone; your customers will always serve as a source of checks and balances to ensure that you are focusing in the right areas; and your company management will continually be able to provide you with opportunities for improving your own customer service skills - and you should always take advantage of them.
But most importantly, by dealing with your customers’ needs on a daily basis, you will never allow yourself to become “inadequate” - or even just “dusty” - in your ability to support customers, and that is why the self-assessment process you develop will work for you.
By employing the use of these types of self-assessments on an ongoing basis, you will always know where you are meeting your performance targets, where you are not, where you need improvement, and where you have problems. Then, based on the results, it will be up to you and your management team to determine exactly how to fix the things that need to be fixed, and resolve any problems that have been identified.
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.
Leave a Reply