ARCHIVE FOR THE ‘case-studies’ CATEGORY

Meiko UK Ltd, a leading European manufacturer of warewashing technology for the catering industry, has been an Asolvi customer since 2012. Nigel Walters, technical services controller for Meiko, explains why the relationship has endured and why Asolvi’s field service management software is a good fit for the industry.

Originally established ninety years ago in the Black Forest, Germany, Meiko is now a global brand with production facilities in Germany, China and the US. Meiko manufactures, installs and maintains dish and glass washers, washer-disinfectors and food waste disposal systems for professional kitchens in bars, hotels, pubs, restaurants, cafes and staff canteens. Its client base includes JD Wetherspoon, Marston’s Brewery and DHL.

35,000 calls a year 
In the UK, Meiko’s service & maintenance operation consists of approximately 35,000 preventative and reactive calls a year, which today are all managed using Asolvi’s Tesseract solution. In 2012, Tesseract was selected to replace a piece of service management software that wasn’t fit for purpose anymore. Nigel explains: "There were a lot of things the old system couldn’t do, mainly because it wasn’t a fully functioning system. It didn’t provide engineers with the information they needed in the field, and the information they could get wasn’t live. There was no quotation system, no stock control. Engineers could only use it on PDAs. It got to the point where we needed something a lot more advanced." 

It was word of mouth that brought Meiko to Asolvi and, specifically, to Tesseract. "A number of us had heard of Tesseract," says Nigel. "So we did some research and visited a number of Asolvi customers to see the Tesseract system in action. We were able to visualise how the system would work for us." 

The power of automation 
In addition to giving engineers more flexibility in the field, Tesseract has enabled Meiko to automate a number of routine and/or time-intensive processes in the office. This includes stock replenishment, previously an entirely manual and unintegrated process, and invoicing, which used to be done in a separate system. But what’s really changed is how Meiko undertakes preventative maintenance. Now, all preventative maintenance appointments are generated automatically according to contract and asset requirements.

This saves Meiko’s planners from having to manually check spreadsheets and paper contracts to find out when maintenance is due before going into the system to manually log the call. It also lets them schedule field engineers up to three months in advance so that they can more easily maintain service levels. "With Tesseract, everything is simpler and more streamlined," says Nigel. "Parts are attached to calls—and stay attached to calls—without engineers having to manually input quantities and parts numbers. We have complete visibility of all stock at all times. Costings for invoices are calculated automatically, reducing scope for error. We can complete the invoicing process in the Tesseract system, too. Before Tesseract, we had to export the data to a different system." 

10-15 minutes saved per quote 
Another big change for Meiko has been in the way it creates and logs quotes for new works. The fact that Tesseract’s quoting tool is integrated with the rest of the system makes it easy to convert a quote into a call or a call into a quote. "We never had this level of linking in the system before," says Nigel. "We had to quote using an entirely different system." 

What’s even better is the fact that when a quote is raised, most of the information required is already there. Nigel explains: "We used to have to input all the information about the customer and the asset manually each time a new quote was raised. With Tesseract, 70% of the data is already there, saving our salespeople 10-15 minutes per quote. This is having a huge and welcome impact on our productivity, particularly given how many quotes we have to do." 

Better reporting 
Nigel admits that reporting was poor on the old system. Meiko had to use an external system and it took a lot of time to compile and process the data. "Tesseract comes with a lot of really good reports," says Nigel. "These are standard reports that we’re able to tweak easily to fit our needs. Now everyone has access to the reports they need on a regular basis. The fact that our data is centralised means that reports are compiled with a minimum of effort.” 

Catering equipment and Tesseract: a match made in the kitchen 
"Tesseract is a good fit for the catering industry for the same reasons it is a good fit for any kind of repair industry," Nigel says. "Asolvi has worked hard to make sure the fundamental elements such as service contract management, preventative maintenance management, mobility, invoicing and reporting, are really strong. Our engineers and our office staff have everything they need to make sure our customers’ machines are properly maintained." 

Nigel goes on to explain that it’s Asolvi’s approach to helping customers that makes its software an even better fit for Meiko’s industry. “The way Asolvi listen to their customers is one of the big reasons our relationship with them has endured," he says. "They’re constantly investing in their software, trying to improve what it does for us and for our industry. They listen to recommendations and if we have a problem or a need, they never just say ‘no’. They want to solve our problems, not just for us, but for them. They want to progress with us.”

 

Marc Tatarsky, SVP Marketing, FieldAware offers us an excellent case study of how Meadows Service Group are overcoming the challenges their field service operation were facing...

Those working in facilities and property management today must tackle some seemingly overwhelming challenges that are facing the industry. From managing multiple sites and varied programmes while maintaining service levels and meeting customer expectations. There is compliance with strict regulatory standards to manage while juggling responsibilities around maintaining often ageing assets and infrastructure and facing pressure to cut costs and complete more work with fewer resources.

FieldAware has recently released a new customer case study for Facilities and Property Management, which looks at some of these challenges, how they are being effectively managed and the benefits that are being achieved.

The case study highlights how FieldAware helped Meadows Service Group – a subsidiary of Meadows Office Interiors – to drive revenue growth and deliver their service promise.

 

About the Meadows Service Group...

Founded five decades ago, Meadows Office Interiors – a market-leading contract furniture dealer – creates innovative workspaces that are strategically designed to help customers improve business performance, increase collaboration, realise cost efficiencies and build brand recognition. Recognising a customer need that extends beyond furniture delivery and installation, Meadows Office Interiors created Meadows Service Group to offer ongoing support to their customer base, ultimately maximising the lifetime and integrity of customers’ valuable furniture assets through furniture maintenance programmes, inventory control, asset management and more.

 

Keeping pace with business growth

Meadows Office Interiors has always had a strong focus on their customer-centric service and delivering exceptional value to their clients. Over the years, Meadows had operated well using manual processes to manage its operations, but the business was expanding rapidly and it soon becomes clear that more streamlined ways of working had to be introduced to keep pace with their growth.

“When we launched Meadows Service Group we started out with what now looks like fairly basic processes in the office,” explains Ethan Bajrak, Director of Enterprise Solutions with Meadows Service Group.

“But with the speed of growth we experienced, we quickly realised we had to be more strategic in the way we worked to effectively manage the operational side of the business, which was becoming more and more challenging. We needed to gain the maximum benefit for our clients and our teams, but the processes we used were not visible to everyone and were manually updated outside of our CRM and ERP systems. There was lots of room for error. With the business expanding, we were in real danger of our service levels slipping and missing opportunities. We knew we couldn’t carry on operating that way.”

 

Driving efficiency

The company needed better efficiency and control of the workflow, the crews, and their tools. But their existing CRM /ERP system, NetSuite, was very important to them so they wanted to leverage its use and not change their processes too drastically.

“Our first step was to see what could be done within NetSuite,” explains Ethan. “The next was to look for products that were tightly integrated with the platform. We also worked with our NetSuite integration partner to get their recommendations for products their other customers had proven success with. FieldAware checked all those boxes.”

 

Reaping the benefits

Meadows has been delighted with the improved day-to-day operational management they have seen and through driving the revenue growth of the Meadows Service Group. The company has increased visibility and control as they have been able to standardise their processes and capture all jobs accurately.

They have been able to minimise downtime, while also improving productivity. Everyone has a FieldAware portlet in NetSuite so they can see everything in real-time. Everyone can now see what’s on tap for all the resources, including employees, vehicles and special tools.

On-time arrivals at job sites have increased and a big part of this is that technicians can plan their day in advance and save time by not calling back and forth to the dispatcher to determine where they should report next. The company has much better tracking of technician’s time spent on each job which, in turn, allows them to bill faster and more accurately to clients.

“Meadows Service Group is a newer revenue stream for the company,” commented Ethan “and FieldAware is helping us manage the growth of this division while effectively delivering our service promise to Meadows’ clients.”

 

Translating into true ROI

So as the business continues to expand, the challenges can continue to be addressed and managed.

“Teams have an increased level of confidence in our service team and customers are pleased with the level of communication and timely response. Because of the real-time sign-offs in the field, and the additional documentation provided for each job, the customer invoice payment cycle is faster, which helps our accounting team.”

“Our technicians are more productive because they are equipped with all the information they need. We can handle more jobs and are seeing less errors and repeat trips, which translates into true ROI,” concludes Ethan.

For more information on FieldAware visit www.fieldaware.com

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We look at how power generation manufacturer Dale Power Solutions have improved their service delivery operations by using Eagle Field Service by Exel Computer Systems...

Company Profile:

Dale Power Solutions, based in Scarborough, employ around 300 people and have been manufacturing and providing maintenance services for generators and UPS systems since 1935.

The Challenge:

Dale Power Solutions had planned for increased efficiency throughout the business as a whole, but specifically targeted the service division for increased revenue growth.

The Solution:

A single ERP solution for manufacturing and service, with the flexibility to tune the solution to changing needs

The Benefits:

Increased efficiency through greater automation, as well as improved reporting, has supported a 40% increase in revenue

The Detail:

Is bespoke or off-the-shelf better?

Thanks to Exel's EFACS E/8, the best of both worlds is available. Following a business process review, Dale Power Solutions has found EFACS has improved its management reporting, enabled business process automation and supported strong business growth.

Founded in 1935, Dale Power Solutions is a leading provider of secure power solutions for situations requiring uninterrupted power. The company manufactures generators and UPS systems as well as providing maintenance services. Based in Scarborough, Dale Power Solutions employs around 300 people.

The company used to rely on multiple applications for its manufacturing and field service divisions. The software had limited functionality, so EFACS E/8 was selected and implemented in early 2014 as a single solution to cover both areas of the business, with 100 back office users and 75 remote engineer users.

While the manufacturing side of the system worked well, the initial deployment of the field service element had been to a basic level, without a great deal of tailoringWhen IT and Communications Manager Az Yasin joined the company in late 2014, he recognised that the system hadn't yet achieved its full potential.

"EFACS E/8 had been deployed with all the modules," says Az. "It was an off-the-shelf package along with one or two customisations."

While the manufacturing side of the system worked well, the initial deployment of the field service element had been to a basic level, without a great deal of tailoring. The company’s plan for 2015 was to rely on the flexibility of the solution in order to increase service operations from 30% to 50% of its turnover

"The key problem for us was that we were trying to grow our services. There were processes that needed to be fixed through EFACS E/8."

Although the original implementation had delivered improvements, with some business processes changed to fit. Not everything had been automated, including service engineer scheduling, and some spreadsheets remained in use. The reason? Insufficient business process mapping to identify the data required.

Gap Analysis:

A project team was formed in 2015 to improve the use of EFACS E/8 for increased business efficiency.

"We decided to do a gap analysis of the whole organisation," says Az. "We identified the key issues and listed about 100."

This list was divided into areas that could be fixed in-house and those that depended upon Exel's consultancy services. The idea was to streamline data and process flow.

"The key was giving end users improvements to meet their needs."

An improvement programme began with an Exel consultant spending 10 days on-site. As refresher training for the project team, the consultant also demonstrated the field service capability and then advised on the changes. These covered everything from quotation and contract management, through to service delivery and documentation.

"Exel know their product very well. They were able to guide us through."

Supported by temporary contractors and Exel's consultancy services, the project team set to work. New reports were written in-house making use of new custom fields for business data.

There were improvements for service, engineering projects, manufacturing amendments and the supply chain. The strength of the Customisation Toolkit provided a useful way to enhance standard functionality.

One task was a set of electronic forms for service engineers to record details, such as defects found. Used on mobile phones, this enabled data to be captured, processed and uploaded into EFACS E/8. Other highlights included new buttons to 'push' service data into other areas, such as new quotations.

Exel also delivered some of the required changes in a new software release.

"Exel performed well in making the changes. We managed to quickly achieve about 75% of what we set out to do."

New Efficiencies:

The company has seen a £10 million growth in turnover in three years to £35 million. Greater automation, backed by improved business reporting, has supported that 40% increase. For example, higher efficiencies in purchasing have benefitted manufacturing and service operations, including vehicle stock replenishment.

"EFACS E/8 has enabled us to grow quite rapidly," says Az. "The service division is using the system more thoroughly than ever."

Service engineers have new Samsung mobile phones. These run the field service application and support completion of the electronic forms. Service engineers have new Samsung mobile phones. These run the field service application and support completion of the electronic forms. Mobile usage is now better and quicker than before.

The inherent integration within EFACS E/8 allows the separate business divisions to feel joined up. There is now commonality between the business divisions, as it offers easy access to, and use of, shared information.

"We are looking to be clever with the Customisation Toolkit on some key processes in order to improve them further," says Az. "EFACS E/8 is very customisable and I think that is one of its biggest strengths for Dale Power."

 

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Key Retirement Group (KR Group) have implemented FLS VISITOUR optimised appointment booking and scheduling software from Fast Lean Smart for their field-based advisors.

Results achieved have included attending appointments sooner, reducing mileage and travel, and increased capacity to attend more appointments per Advisor.

Darren Halliwell, Chief Technology Officer at KR Group explains “Our process for arranging customer visits was laborious and often made poor utilisation of Advisors time. Our key focus is to attend appointments in a timely manner that supports our customer needs via a two-stage face-to-face process; a first meeting and then follow-ups. For this to be achieved with the same Advisor often caused ineffective use of resources and delays to other potential customer visits.”

Selection of FLS and No-Commitment Trial

Darren continues “We chose to work with FLS as we had confidence in their offering and approach to proving the benefits with relatively low investment of both time and resource. They were initially recommended by a Microsoft Dynamics partner due to their expertise working with CRM and we were impressed with the feedback from reference customers they provided.”

The results were compelling and KR quickly decided to take advantage of the FLS offer of a SaaS “try before you buy” live system trial.Working together, KR Group and FLS completed an initial scheduling test using FLS VISITOUR and historical data to compare with their current process. The results were compelling and KR quickly decided to take advantage of the FLS offer of a SaaS “try before you buy” live system trial.

The agile implementation approach meant the trial could be live within 2 weeks. The trial immediately showed positive results and was extended from the North-West region to include London which had different travel challenges.

“Though the trial was not a fully integrated system, we quickly began to realise the advantages that FLS VISITOUR offered for cost and efficiency savings and, most importantly, in terms of customer convenience and satisfaction. The benefits achieved, including quicker response times, higher appointment availability and reduced travel costs, led to the whole business wanting to positively embrace FLS VISITOUR for our face-to-face Equity Release Advisors and with real potential for other areas of the business”.

FLS VISITOUR and Microsoft Dynamics Integration

Through the successful trial, KR Group had the reassurance of knowing their ROI and end results were as expected and the decision was made to deploy as soon as possible.

FLS worked with KR Group’s Microsoft Dynamics partner and within a few weeks the integration between FLS VISITOUR and Microsoft Dynamics was live and the solution rapidly rolled out to all users. The Call Centre was consequently able to operate purely with Dynamics to manage appointments while allowing team managers to use FLS VISITOUR’s advanced scheduling and route optimisation features.

Field-based follow-up appointment booking with FLS MOBILE

As a second phase of the rollout, FLS VISITOUR’s mobile app was put in place for field-based advisors meaning they could offer the follow-on appointment at the conclusion of the first, confident in the knowledge that their time would still be used efficiently with the least possible travel and cost, while meeting the needs of the customer they are with at the time.

The Results!

Darren concludes “The integration and implementation project was an excellent success and has delivered our objectives.

We have a more efficient team delivering lower cost appointments with increased flexibility for customer convenience and satisfactionWe have a more efficient team delivering lower cost appointments with increased flexibility for customer convenience and satisfaction. The VISITOUR technology does exactly what was proposed to us and we have built an excellent working relationship with FLS. I would not hesitate to choose the same solution if starting again.”

Chris Welsh, UK Sales Director for FLS comments “It has been very pleasing to work with Key Retirement and hear such positive feedback from management, call centre and field users alike. Optimised appointment booking and real-time scheduling is not just for engineers and this is a great case in point.”

 

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When Planned Lighting Maintenance (PLM) decided that its field service management system needed to be as smart as its lighting solutions, Tesseract came to light the way. Now Tesseract’s Service Centre 5.1 is brightening PLM’s days with super-fast scheduling and dispatch, instantaneous invoicing, and an end to coffee-stained job sheets.

A big change before a big birthday

Established in 1968, PLM is a family business that designs, installs and maintains lighting solutions for commercial premises and leading UK retailers. This year, finding itself approaching the big 50 in an increasingly service-oriented economy, PLM realised it was time for a change. Specifically, an overhaul of its long-winded, labour-intensive service management system.

The software PLM had before Tesseract was very limited in what it could do. Over the years PLM built an intranet to try and fill in the gaps, but there was no automation and everything took a lot of time.

Tracey Hughes, Business Support Services Director for PLM, says, “Our intranet reduced some of the data entry, but increased the checks we had to do. And it was slow, manual processes every step of the way. Dispatchers had to select an appropriate engineer for a job by remembering who was doing what, and which engineers were allocated to which postcode. Engineers would have to phone the office to let us know what stock they’d used, and to request more. And the whole system was heavily reliant on paper — handwritten job sheets from engineers that were sometimes unreadable or covered in coffee stains!”

 

These manual processes became increasingly onerous as PLM tried to keep up with the demands of the modern customer and stay profitable. It was losing revenue because of paperwork-related delays, and had to employ more people each time it took on a new contract. The trigger was losing confidence in its financial reporting. PLM’s admin teams would be gathering information from two, three or four different places — normally a slew of human error-prone Excel spreadsheets — and would have to decide which source was accurate. They eventually lost faith in what the data was telling them.

PLM decided it needed something with more automation, more accuracy and more efficiency — and far less reliance on paper.

The search for a new solution

To investigate options, PLM’s IT manager went to the annual Field Service Management Expo in London and met with five different software providers. These five were whittled down to three, one of which was Tesseract. PLM received a series of presentations about Service Centre 5.1 from Tesseract’s, which were attended by a team of eight from PLM, including several of its engineers.

Hughes explains, “We really liked Kevin. His presentations were simple and easy to follow and we were impressed by how quickly he understood our business.

We then met with one of Tesseract’s clients, Artic Building Services. We were completely bowled over by how well they were doing and how much they’d grown thanks to Tesseract. They were very, very enthusiastic and literally all of their issues and problems prior to implementation were gone. We felt like they were exactly the same as us, but five years on.”

Convinced, PLM took a phased approach to implementing the full suite of software that Tesseract offers, including Call Control, Customer Assets, Parts Centre, Invoice Centre, and Remote Engineer Access (REA).

More control, more visibility, more time to spare

Tesseract’s service management software has provided PLM with an end-to-end workflow that is automated, integrated and optimised. As soon as a call is logged, the system sources the contact information for that customer and tells you what you can and can’t do. Then the information is transmitted automatically to the phone of the engineer who is closest to the customer’s site.

With REA, engineers can log in remotely using their smartphones, input service reports directly onto the system, and obtain electronic sign-off from customers in order to close down jobs. Use and replenishment of stock is also managed directly through the Tesseract system.

 

Hughes explains, “With Tesseract, there’s far less admin and data entry and we’ve managed to reduce the number of staff doing admin from seven to four. We have much better visibility of our engineers and their workloads, and can see what’s been completed and billed and what hasn’t without having to make a ton of phone calls. This lets us answer customer queries faster and easier because we’re able to see exactly what stage a job is at.”

Hughes adds, “We also have much faster turnaround on our invoicing. On the old system, it could take up to ten days because we had to wait for paperwork to come in from our engineers. Now that all the information we need is right there on the system, same-day invoicing is the new normal.”

 

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As part of his ongoing research what makes successful companies tick, Jan van Veen, co-founder of moreMomentum, has begun a series of interviews with proven managers across the globe who are successfully implementing the 4 Winning Habits to lead innovative, energised and engaged teams.

This time around he talks to Ashley Weller, UK Service Director, Mars Drinks...

Mars Drinks is one of the world’s biggest and most successful vending machine companies and a part of Mars Incorporated. It operates globally, supplying and maintaining machines in workplaces such as offices and manufacturing sites in North America, Europe and a growing business in China and Japan. Although the sector is in decline in the UK, Mars Drinks is beating the market trends by knowing their customers and playing to their strengths, and has now been keeping us all going with our favourite hot drinks for 45 years.

Ashley Weller took over as UK Service Director in 2015, with 20 years experience in the service industry, a degree in History of Art and a passionate but empathetic leadership style.

He came in as the business was starting to see intense competition from coffee shop chains embedded in offices as well as on the high street. Ashley took the visionary decision to challenge his people to elevate their role, transforming themselves into Brand Ambassadors and adding even more value to great customer relationships.

Now, the staff are energised, their customer satisfaction is way up and the company is supplying a much wider range of products than ever before.

The challenges facing Mars Drinks UK Customer Service

Apart from the general food industry trend to coffee shops, the UK Service Department also had its own challenges for Ashley.

After many years, the service engineers had become somewhat disengaged with the role they were playing within the company, and although they were highly engaged with their regular clients and maintained great relationships there, their role was solely to fix broken machines.

Furthermore, the company had been focusing its investment on sales and marketing, leaving the service department, with its good customer feedback, to continue operating with minimal investment. There was a feeling that that their impact wasn’t as valued as other departments and that the great work they’d been doing wasn’t getting the recognition it should.

The Strategy

Ashley wanted to bring the Service division back into the fold of the company and use the engineers’ knowledge and excellent client relationships as a USP to build more business. To do this, in a 3-year plan, he created a supportive, safe environment free from blame that enabled the engineers to be the drivers of that change, supporting them all the way along their journey to become Brand Ambassadors.

The service leadership team would be vital to the process, being the first to experience the new environment, supporting it from day one and learning first-hand how the new dialogue would work, so they could pass on their experiences to the teams.

 

Here we will show how Mars Drinks demonstrated each of the 4 Winning Habits in the implementation of its plan, creating Momentum for long-term sustainable success in its UK Service division. The strategy shows that Momentum can start anywhere when the 4 Winning Habits are employed. They soon spread to other departments when they see the positive impact.

 
 

Direction – the common cause that everyone can get behind

The main aim was to build the engineers up to be brand ambassadors, strengthening their strong client relationships even more but in a way that added value. Up to that point, the engineers were the customers’ white knights, fixing problems but not always recognised for the full value they could bring to the company.

The engineers feared they were being asked to sell and that this might harm their existing, genuine relationships, but in fact found customers love it when they talk to them and tell them about new products, and also then provide more feedback. It’s a win/win when the customer feels valued and provides information that improves the business.

Weller explains: “At the kick off conference, named ‘Stepping Out of the Shadows’, we created a platform of 3-S’s for our future vision: Service, Strengthen and Stimulate. They were built upon leveraging our service strengths by improving and standardising our operating practices, learning from the best in class to strengthen all aspects of our customer relationships, and then using these relationships built on trust and performance to then stimulate the conversation to create the ‘wow’ for our customers by being able to help them gain more from Mars Drinks.”

 

Now, it’s very important that new joiners are brought into the service culture so it can continue. The level of success achieved can only be maintained by ensuring new people can work in this type of environment so the onboarding process is very thorough.

Dialogue – open discussion at and between all levels to encourage new ideas

The team began by recognising they had to remove the fear of failure for suggesting or trying ideas and then include the engineers in the solution planning process. The message was “You want to be part of business and the business wants you”. It takes years to earn this level of trust however.

Ashley started by playing a video which the engineers had made about their work at a company conference. Suddenly, the engineers were given a stage – people around the company started talking about service and the engineers felt pride that the business was noticing them and their contribution.

The next step was to ask them their opinions. Throughout the 3-year plan, it was anticipated that there would be mistakes and course corrections needed, so the engineers were encouraged to say what was working and what wasn’t. The senior management team also bought in to the process and gave their support.

The engineers had great relationships with their clients, but how could they add more value to the customer and the company? This led to a long series of suggestions, one of which resulted in the creation of an iPad app to enable easier maintenance. The feedback was “You’ve given me IT that I can use!” while also enabling them to provide better service.

 

Of course, there were early adopters and laggards. With support and attention from the company comes accountability, meaning some couldn’t hide any more. Strong people managers helped staff on that journey and some became exemplars for the new role. The proof is in the practice: “people need to see it delivered to understand that this is now the norm.”

Personal objectives are an effective way to include people, and in Mars Drinks they waterfall down from higher company goals, helping people to see why they matter. People aren’t only measured on targets, but also on trying new ideas, adding value and learning from other colleagues or learning from failure. Of course, this also means you can’t give bad reviews if an experiment fails.

Decision-making – local decision-making empowerment

Engineers saw things on a day to day basis that they wanted to improve and many, it turns out, had already started working on small improvement projects in their own time. These hadn’t been shared due to a fear of failure. Once more trust had been established, implementing some of these ideas across the UK saved thousands of pounds and many hundreds of working hours. Now, the engineers are keen to make more suggestions and so far, 30% have been implemented.

Another approach was to get the engineers to compare working methods between teams and analyse the differences. As a result, standardising some processes has led to improved machine reliability. They also moved from 30 to 90-day reliability targets and started seeing new trends in the data about certain parts that then enabled new processes and product improvements.

The company is supporting the engineers in their new role, including training them to spot opportunities for new machines on site. Customers are more likely to engage with them as they have a high level of trust, and the conversion rates for leads originating this way is higher than from the sales team.

Discovery – Looking for new external trends, opportunities and threats

Everyone in the Service Department is now keenly involved in looking for new innovation opportunities that will benefit customers, but more than that, they are open to new ideas and ways of working, because very often they have been suggested by one of their own.

Weller comments; “If we kept the customer at the very heart of what we were trying to achieve, the person the engineers wanted to serve the best, then we’d always have a central pivot point to navigate by. That’s been critical”

Business Outcomes

As a result of the team’s work over several years, the new processes are now a living, breathing animal and are running smoothly under the control of the regional managers. The new brand ambassadors are a true USP for the company and are loved by their customers. The engineers are proud that they’ve achieved all this – it’s what their customers wanted.

The new culture has translated into more machine orders and wider ranges of drinks being supplied that customers want to consume. Comparing 2016 to 2017, there’s been a 33% increase in new products added to machines and a 150% increase in leads for new machines compared to inbound or outbound sales, with higher conversion rates too.

 

Next Steps

Next, there is going to be a stronger focus on building discovery capabilities to enable the service team to connect more with customers and back with the business, putting them in control of demand, not the other way around.

Learning from other industries, technology such as Internet of Things and cashless payments generate rich streams of data to provide much deeper understanding and help predict requirements. The engineers will be highly involved too, being given the ability, for instance, to offer contract renewals on site within their trusted relationship.

The future is looking bright for the Mars Drinks Service team.

 

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We take a look at how UK window and doors specialist SafeStyle UK improved their field service efficiency by turning to FSM provider Exel Computer Systems 

Business imperative

With 13 installation and 36 sales branches around the UK, and a 600-employee factory manufacturing over 6,000 doors and windows each week, Bradford-headquartered Safestyle is one of the country’s leading businesses in the replacement door and window market.

But by late 2013, the company recognised that it needed to update its aftersales customer service capabilities, which had become spread over three distinct systems, giving rise to inefficiencies and data duplication.

Challenge

The core system was a decade-old customer care system, directly fed from Safestyle’s ERP system, which handled maintenance work associated with the ten-year guarantee that Safestyle offers its customers.

In addition, any aftersales maintenance necessitated by customer complaints was handled by a second system. This did not benefit from a data feed from the ERP system, and so required manual data entry.

Finally, a specialist scheduling system handled service engineer scheduling and routing, creating the service engineers’ daily work programmes and vehicle routings.

While each system worked acceptably well when viewed in isolation, a very different picture emerged when they were viewed as a whole.

 

Service engineer visibility required enhancements to go to the next level, management reporting was limited, and opportunities for better scheduling were being missed.

In addition, adds Nick Stokes, Safestyle’s IT Change Manager, the whole process was overly reliant on paper, using printed work schedules against which service engineers would report progress by telephone, requiring headquarters staff to manually update the relevant system.

Clearly, schedules provided on tablet computers, and directly updated by the service engineers themselves, would be far more efficient, as well as providing real-time progress visibility.

Finally, adds Nick, the core legacy system was becoming both difficult and expensive to maintain.

“As a business, we’re passionate about customer service, and so retiring these various systems and replacing them with something that was both newer and better would be an obvious step forward,” he recalls.

The only question: replacing them with what, exactly?

Why Eagle Field Service? 

Consequently, in early 2014, Safestyle began surveying the marketplace for field service management systems, and subsequently invited a number of suppliers to submit quotations for supplying a replacement system.

The clear winner: Exel Computer Systems’ Eagle Field Service solution.

“From a functional and ease-of-use perspective, it offered all the functionality that we were looking for,” recalls Nick, “in addition, although this hadn’t been a formal requirement, we could see that we might, in future, want to be able to use elements of Exel’s EFACS E/8 ERP system. So for a variety of reasons, going with Exel and Eagle Field Service made good sense.”

This is due to the fact that Eagle Field Service is an element of the EFACS E/8 ERP solution, utilising the functionality and modules required, such as Document Management and Workflow.

Should a client require the manufacturing functionality, licences are bought, the modules implemented and the staff trained.

Implementation

Implementation began in early 2015, with a goal of commencing a phased rollout by the third quarter of the year.

Implementation was straightforward, recalls Nick, noting that as Eagle Field Service’s intuitive interface and ease-of-use is driven by a rules-based engine, time had to be devoted to creating the required rules. In addition, he points out, the move away from paper schedules to tablet computers called for careful testing, the provision of user training and thorough User Acceptance Testing.

 

“Customer service is important to us,” he stresses, “it was better to be right, than rushed.”

But with testing and training complete, rollout began as planned, and was completed within a few weeks.

Business benefits

The move to Eagle Field Service, relates Nick, has delivered a number of very distinct benefits. The user experience—both for headquarters staff, and service engineers—is far more intuitive, and enables people to work more efficiently.

“There’s no need to tab between different systems,” he explains, “all the information that people want is in one place.”

What’s more, in the case of Safestyle’s service engineers, that ‘one place’ is a simple and easy-to-use tablet interface—an interface that also provides real-time updates back to Safestyle’s headquarters, as jobs are completed.

Moreover, adds Nick, the scheduling of service engineers isn’t just easier than before, it’s also more powerful, resulting in a more efficient routing of engineer visits, and better optimisation of engineers’ time.

 

Roll it all together, and the combined effect of a reduction in paperwork, the elimination of duplication and data entry, and better engineer scheduling, has enabled a significant improvement in engineer utilisation, notes Nick.

Finally, the move to Eagle Field Service has delivered better reporting—reporting not just of metrics such as customer service levels and engineer efficiencies, but also the detailed reporting of faults and maintenance issues.

“By providing data on the underlying reasons for service calls, Eagle Field Service has given us an enhanced ability to perform root cause analysis, giving us much better visibility into particular parts that are subject to early failure, so that we can address this during design and manufacture.” concludes Nick.

“This has always been an objective—and now we have achieved it.”

 

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TIS are an East Midlands based Fire, Security & Communications Specialist providing system integration, repair and maintenance services to a broad range of clients across the UK.

Following several months of planning and development, in a project led by Andy Kearns of Phoenix Corporate Solutions, TIS successfully launched their new Service system (Service Centre by Tesseract) on the 3rd January.

Phoenix support businesses through a range of commercial projects and have specific expertise in implementing Service Management systems in businesses employing large Field Engineering fleets.

This major implementation, impacting upon the daily working lives of 80+ staff at Total Integrated Solutions, went very smoothly, having no negative impact whatsoever on the company's service delivery throughout the launch period….. 2 months later and the system is fully bedded in, having quickly become the new “normal”.

Their new system undoubtedly elevates the efficiency and professionalism of what was already a highly professional outfit.

• Service and Repair Jobs are now allocated and updated electronically and in real time creating a seamless flow of information between Engineer, Office and Client.
• Working on a combination of iPads and Android phones, TIS engineers capture detailed job information from site, creating full visibility of job progress for office and client staff (… the latter via the Remote Customer Access functionality within Service Centre).
• “On-System” Job pricing is straight forward and accurate, speeding up the financial back end processes once jobs have been completed.
• Tailored client reporting is now easy to produce and Management Information coming out of the system is both highly relevant and readily available. Good data vital to any growing business, allowing the management team to make considered decisions based on real information.

Further developments to the system are planned, however the TIS management team (led by Managing Director James Twigg) have taken a sensible and pragmatic approach to implementation in phases, thereby not overburdening (with change) their front-Line team responsible for delivering property and life critical services to their UK-wide client base.

Rolling out systems so effortlessly can only be achieved in an environment of commitment, cooperation and proactivity, all qualities which TIS possess in spades. These same qualities underpin the whole TIS operation and help to explain why they are fast becoming one of the best Security and Fire System integrators in the country.

 

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For further information about this successful project or any of the other services undertaken by TIS or Phoenix Corporate Solutions, please contact Andy Kearns at Phoenix directly (andy@phoenixcs.biz).”

 

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Sub-Zero & Wolf are cooking with gas. The preferred suppliers of kitchen equipment for celebrity chefs James Martin and Heston Blumenthal as well as interior designer/former Dragon’s Den star Kelly Hoppen who are ‘wolfing’ down the rewards of a complete service management revolution. A year ago, they replaced their outmoded, non-web-based software with Tesseract’s Service Centre 5.1 (SC5.1), improving stock control, reducing call times, and cutting out 2 days’ worth of reporting.

The chef’s choice

Sub-Zero & Wolf are longstanding kitchen appliance connoisseurs who supply, install and maintain top-of-the-range cooking and cooling equipment in domestic settings.

Their products are sold through 250 independent dealers across Europe and are the appliances of choice for chefs, designers and celebrities because of their superior performance and exclusive functions. They range from dual fuel ovens to wine storage to coffee machines and many are compatible with home automation systems.

In 2016, Sub-Zero & Wolf marked 70 years of successful trading with a major overhaul of their field service management system.

The old system — too many cooks

Sub-Zero & Wolf’s previous service management system was a case of too many processes, too many people, too many delays, and too little visibility.

The non-web-based software could only manage one stock location at a time and was always a day out; the company could never accurately tell where an item was at any one time. Technicians had no access to live data in the field, only in the office.

This meant they could only get updated callout information and asset data by dialling in to the system, or by speaking to the admin team on the phone or via email. Planned maintenance scheduling was still done using Excel spreadsheets.

“There were a number of factors that led us to replace our service management software,” says Greg O’Sullivan, European Group Service Manager for Sub-Zero & Wolf. “But ultimately it was because our customers expect a first-class service, and we decided that a first-class service management system would help us do that.”

A recipe for success

Sub-Zero & Wolf happened upon Tesseract at the Service Management Expo in Birmingham. They looked at a variety of solutions, but chose Tesseract because it was web-based, cloud-based, and the best fit for their service management needs.

Now, live data is at their fingertips and numerous process delays have been eliminated. If a service call comes in, a suitable technician is dispatched via the Tesseract system rather than a phone call. Planned maintenance work is scheduled using Tesseract’s assisted diary rather than a slew of discrete spreadsheets.

 

While in the field, technicians can log in to the system remotely at any time and view outstanding jobs and parts availability.

They don’t need to rely on a call or email from the office to find out about a site, a customer and the service history of an asset, because all this can be obtained by running simple searches of the Tesseract Customer Assets database.

This smooth, seamless flow of data has cut down both the number and length of calls between the office and Sub-Zero & Wolf’s 114 Europe-wide engineers. It has also improved the engineers’ ability to see patterns of faults with equipment — a crucial facet of good problem management.

Greg O’Sullivan explains, “Tesseract comes with high levels of automation and saves us huge amounts of time. It’s also a much easier process to manage. We had traffic jams on the old system. We’d get job data and parts requests all in one go because it wasn’t live, but now the jobs trickle through at a friendlier pace.”

A major concern for Sub-Zero & Wolf was stock control. Parts are essential to their business and typically very expensive, so keeping track of them is vital. Despite having stock locations all over Europe, their previous system could only monitor one at a time and was always a day out of sync.

With Tesseract’s Parts Centre module, Sub-Zero & Wolf can monitor all stock locations at once, from warehouse to van to customer, with full, real-time visibility of the installation, usage and repair cycle.

One of the biggest efficiency gains for Sub-Zero & Wolf has been in reporting. O’Sullivan says, “Reporting was a laborious manual process at the end of the month and took two days to compile and complete. With Tesseract, we can extract data about assets, parts used and completed jobs at the touch of a button, and complete a report in 30 seconds.”

 

A further benefit for Sub-Zero & Wolf is Tesseract’s ability to integrate with other systems. This is thanks to an application program interface (API) that enables the transfer of information between SC5.1 and any third party software product. “We were already using TomTom WEBFLEET, which tells us where our technicians are,” says O’Sullivan. “Tesseract integrates with this, transmitting address details for service jobs directly to our technicians’ TomToms. Again, this cuts out a manual process and saves us time.”

A taste for more

Sub-Zero & Wolf are looking to add the Remote Customer Access (RCA) function of SC5.1 to their portfolio of service management modules. At present, dealers and end-user customers have to phone Sub-Zero & Wolf if an equipment fault occurs, and cannot see what’s happening when a job is actioned. RCA allows customers to log in to SC5.1 via a web browser and notify Sub-Zero & Wolf of a problem more quickly, easily and simply than a phone call.

Customers can also monitor progress, move assets, raise sales orders and run reports.

“We’re keen to add Remote Customer Access in the near future to make life easier for our customers,” says O’Sullivan. “What’s great about this is that Tesseract can tailor the visibility of the platform at different levels, simply by changing the permissions. This means our dealers can see data for their customers, but our end-user customers will only see the data that is relevant to them.”

 

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