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Asolvi has brought about a digital transformation at Cryptex Security, a London-based specialist in home and business security systems. This has not just enabled the company to go paperless, reduce admin staff and acquire a competing business. It’s also let co-founder and finance director Ian Zeff fulfil a lifelong dream to live and work abroad...

Cryptex specialises in harnessing the power of the Internet of Things (IoT) to make people and buildings safer. Its intruder alarms, access control and CCTV systems are embedded with sensors and software that enable them to interact with each other via the internet and are capable of being controlled by computer or smartphone. This provides occupiers with more extensive and comprehensive security as well as greater ease and flexibility in how they use it.

Maintenance in this industry is more important than in any other because of the disastrous implications of a security system going down. IoT technology is vulnerable to cyber threats as well as physical threats, which is why the maintenance of smart security systems has to be intensive and meticulous. It also means that providers need a foolproof maintenance management system to ensure not just that nothing falls through the cracks, but that there are no cracks. 

Cryptex operates rigorous preventative and corrective maintenance programmes on all security assets, both on-site and, leveraging its IoT capabilities, remotely. Since April 2016, all of these programmes have been managed through Tesseract — Asolvi’s pan-industry solution, suitable for field service businesses of all types — which Cryptex chose over several market-specific options.

 

Going paperless

One of the reasons Cryptex chose Asolvi was because it wanted to automate its service processes, including workforce management and invoicing, and go paperless. “The efficiency gains we’ve made since implementing Tesseract are radical,” says Ian Zeff. “We’re now completely paperless. Our printing and postage costs are zero. And being in the security industry, we used to have to do huge amounts of shredding. Now we do none. The fact that there’s no wastage has made Cryptex much greener.”

 

"Our printing and postage costs are zero. And being in the security industry, we used to have to do huge amounts of shredding. Now we do none."

 

The elimination of paperwork also enabled Cryptex to swap an administrative staff member for a new engineer. “Thanks to Tesseract, we no longer needed a junior administrator doing filing, printing, posting etc. This meant we could employ another field engineer in their place. And engineers are our bread and butter. The work they do is our business. So having an extra engineer on our books is enabling us to do more work and bring in additional revenue.”

 

The power to scale up

Tesseract has given Cryptex the power to grow, something that its old, manual, paper-driven service management system would have made too difficult. It’s partly because the efficiency gains that come with Tesseract cut out a lot of administrative red tape when taking on new customers, contracts and workers. It’s also because of how easy it is to input new data and users into the Tesseract system.

“In May 2018, we purchased a local competitor, Henry Gates Security Services,” says Ian. “Tesseract gave us the power to make this acquisition, because of how easy it was to input data and users and get visibility of the new company straight away. We were able to take on nearly 700 new contracts instantly. The integration process was a breeze.”

 

A more enjoyable work life

Since implementing Tesseract, the most exciting change for Ian personally is that he’s moved abroad and performs all his management responsibilities remotely.

“My favourite thing about working with Asolvi is that they’ve helped me emigrate!” he says. “It was always a dream of mine to move to Israel. Now I can be in the office without physically being in the office. The fact that our data is in the cloud, our processes are automated and everyone’s connected via a central point has made that possible.”

 

"Now each person is at his or her desk driving the business forwards with a few clicks of the mouse..."

 

The rest of the people at Cryptex are also experiencing radically improved working conditions. Ian explains, “Our staff no longer have to get up and walk to a cabinet, check a file, find that something’s missing and have to look for it, wait for things to print, deal with printer jams, stick things in the post, lick envelopes. Now each person is at his or her desk driving the business forwards with a few clicks of the mouse. And our engineers are happier too. They loathed paperwork and having to lug around files. Now they have everything they need on their phones and it means we’re not chasing them for forms and timesheets.”

Ian continues, “The way Tesseract has changed our service operation is nothing short of the digital transformation that everyone in the industry is talking about. The automation, the mobility and the seamless lines of communication between us all — it’s exactly what digital transformation is all about.”

 

Automated scheduling for customers

A new development at Cryptex is about to make its people’s lives even easier. The company will soon adopt the Tesseract customer service portal, which gives customers direct access to the Tesseract system. They will be able to log incidents, monitor progress and escalation, and run reports. They will also be able to use Tesseract’s automated scheduling functionality to book appointments directly through the portal. This is a new feature and something that many field service management software providers don’t offer.

Ian explains, “Now that we’ve got the bug for automation and making everything run faster and slicker, we wanted to foster a culture of customers booking their own service visits. At the moment we have to tell customers when maintenance is due and book the visits ourselves. With the new functionality, when maintenances become due, customers will receive an automated email telling them to book their appointment through the portal or call the office, in that order. This will save even more time for our office staff and give customers more control over their service needs.”

 

Forward-thinking development

Asolvi is committed to strengthening and adding to its solutions in an effort to make field service operations, particularly those of SMEs, faster and smarter. Ian says, “What I like about working with Asolvi is that they’re looking to drive their business forwards and continually refine what they offer. This can only be a good thing for customers.”

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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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We explore how leading British glazing firm SafeStyle have improved their engineer utilisation significantly having implemented Eagle Field Service...

Client Profile

Safestyle is a leading UK manufacturer, installer and servicer of windows and doors. Safestyle produce over 6,000 windows and doors each week.

Reason for Change

A myriad of systems resulted in poor visibility of service engineers, limited management reporting as well as duplication of data and general inefficiency.

The Benefits

Improvements are manifold, engineer utilisation has increased, the user experience has improved, processes are more efficient and the powerful reporting functionality allows root cause analysis to identify problems that can then be fixed in the product design stage.

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.

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 forwardIn 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 Exel?

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.

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Industrial Cleaning Equipment Ltd (ICE) is the UK’s largest independent provider of industrial cleaning machines and associated services. Five years ago, it began using Tesseract, Asolvi's longest-standing service management product. It was a move that caused ICE to undergo a complete operational transformation.

ICE specialises in the supply and maintenance of efficient, forward-thinking cleaning solutions and protecting clients from unplanned equipment downtime. It partners with leading manufacturers of industrial vacuum cleaners, scrubber driers, road sweepers, steam and pressure washers and combination machines to bring the latest in cleaning technology to the retail, leisure, transport and commercial sectors. An enduring commitment to service and innovation has won the company multiple awards.

A big contributor to its success is the elite company-wide service management system that underpins it: Tesseract. A big contributor to its success is the elite company-wide service management system that underpins it: Tesseract. “It’s the one database we use for everything,” says Mike Bresnihan, chief operating officer at ICE. “Our admin staff, field-based engineers, product specialists and finance teams all use Tesseract. And our customers can access it via the web or our new mobile app.”

ICE has in place the latest iteration of the Tesseract product: Service Centre 5.1. Customers notify ICE of any problems with their cleaning equipment by logging in to Tesseract’s Remote Customer Access portal. Remote Engineer Access lets field engineers generate live reports, order parts, close down maintenance jobs and raise same-day invoices from their tablets. Call Control is used to schedule drivers and engineers to collect, deliver and maintain equipment, and Parts Centre automatically manages stock levels.

A huge step up from the old system

Pre-Tesseract, ICE used a custom-built application to manage its planned and reactive maintenance work. However, the software’s functionality was extremely limited. The company couldn’t use it for invoicing, ordering parts or maintaining stock levels. Customers could log a call and write notes, but they couldn’t see how their call was being dealt with, so it did little to manage their expectations. ICE’s drivers and engineers had no access to the software; they had to fill in paper delivery notes and worksheets and post them to the office. This meant, after each job was complete, ICE had to wait a few days to update their records.

We had piles of paperwork to get through, an abundance of spreadsheets to fill in, and we often had to enter the same data multiple times“It was very chaotic,” says Liz Osborne, ICE’s HR manager and former service manager. “We had piles of paperwork to get through, an abundance of spreadsheets to fill in, and we often had to enter the same data multiple times in order to keep different departments within the company up to date.”

So ICE selected Tesseract to operationally transform the company. Today, thanks to Tesseract, ICE is virtually paperless. Its drivers and engineers use tablets, allowing Head Office to receive job updates and information in real time. Deployment is faster, manual stock-checking is a thing of the past, and accuracy of information along the service chain is vastly improved. Mike Bresnihan explains, “We’re all on one system, which means data can flow freely between each department and we have full visibility of everything that’s going on. By automating and optimising our service operation, Tesseract has given us the capacity to focus on our customers, rather than managing a system that is supposed to be managing us.”

No downtime

Tesseract is a cloud-based product that is maintained and continually honed and developed in-house by Asolvi. The biggest benefit of this for ICE is the in-built disaster recovery; if any part of the system goes down, Tesseract will seamlessly and automatically switch to another cloud environment.

Unlike the server-based system we had before, which could go down at any moment, there’s no chance of downtime with Tesseract,“Unlike the server-based system we had before, which could go down at any moment, there’s no chance of downtime with Tesseract,” says Mike. “We’re able to depend 100% on the resilience of Tesseract’s cloud and not worry about our office, our field engineers or our customers losing access to the system.”

Easier to grow

In the last two years, ICE has experienced a growth spurt. It’s acquired three previously competing companies, each of which had its own service management system. But these systems were old, driven by paper and disparate bits of software, with too many places their teams had to go to get information. As a result, all of their data was extracted and inputted into the Tesseract system, and Tesseract was rolled out across all of them.

Tesseract actually facilitated the acquisition process. Mike explains, “Tesseract gave us visibility of the new organisations really quickly, and expedited our integration with them. Inputting these companies’ data into the Tesseract system was easy, as was adding new users. Now every company in our group uses it as we do. In effect, Tesseract has made growing ICE into a leading player in the industry possible, and a far less daunting prospect than it could’ve been.”

The future: fewer silos, more integration

ICE is currently looking at breaking down remaining silos within its organisation and fully integrating Tesseract with its existing systems. There is already an interface between Tesseract and ICE’s financial software, removing the need for double entry accounting. Now the plan is to integrate Tesseract with its customers’ workflow management systems.

ICE is currently looking at breaking down remaining silos within its organisation and fully integrating Tesseract with its existing systemsAt the moment ICE updates a number of its customers’ systems with progress on repairs and service jobs. This is something it also does in Tesseract, so an interface between the two databases will save ICE from having to do it twice.

Also on the agenda is an interface with ICE’s asset tracking system, which allows them to monitor where, when and how equipment and company vehicles are being used.

“Our relationship with Asolvi grows stronger all the time,” says Mike. “At the moment we are looking at further automation and integration and we are working closely with Asolvi to achieve this. We know that with the system’s inherent flexibility and adaptability, virtually anything’s possible — and we look forward to what the future has in store.”

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Outmoded, inflexible and server-based service management software can make it difficult for companies to grow. However, thanks to the fully automated, integrated and optimised cloud-based workflows facilitated by Tesseract, SCS Technologies Ltd has found scaling up a piece of cake.

SCS is a leading UK-based provider of technological solutions to hospitality, retail, utilities and telecommunications companies, along with local authorities and social housing organisations. Its solutions include TV systems from Samsung, Philips and LG, Wi-Fi, satellite services, TV distribution systems, digital signage, and security systems such as CCTV and access control. High-profile clients include BT, Next and Vodafone. It also provides and maintains the TV systems for every Travelodge in the UK, which amounts to approximately 40,000 rooms in over 540 hotels.

SCS has been using Tesseract’s field service management software for the past 18 years. At first it was used for call handling only, but has since grown into a cradle-to-grave system covering everything from contracts to scheduling to logistics and stock management.

Clearing space for a new meeting room

Tesseract has allowed SCS to go completely paperless. Job sheets no longer exist. Engineers use their smartphones to access job, site and contract information, input service reports, and get electronic signatures from customers to close down jobs. Parts are requested and tracked through the system, and invoices are sent automatically from the database to the customer, rather than being printed out and posted via Royal Mail. This saves time as well as paper. The days of looking after everything with six whiteboards on the office walls are a fading memory.

“Not only have we been able to drastically reduce paper, printing and postage costs,” says Mark Kenyon, Managing Director for SCS, “but we’ve also saved massive amounts of space. One of the rooms in our office used to be wall to wall with paperwork and filing cabinets. Now we use it as a meeting room.”

Scaling up with SaaS

For many years, SCS used an on-premise version of Tesseract’s software that the company purchased outright and hosted on its own server. A few years ago, SCS upgraded to Tesseract’s Service Centre 5.1 (SC5.1). This is a cloud-based version, hosted in-house by Tesseract and licensed on a subscription basis — better known as software as a service or SaaS.

SCS moved to SaaS for a number of reasons. First was the heavy IT burden that comes with on-premise software. Maintenance, fixes and updates aren’t instant. You either have to handle them yourself, or call your provider to assist you. It meant that SCS’s system didn’t move forwards at the same pace as Tesseract, because time and money sometimes inhibited the company from integrating the latest improvements.

With SaaS, all maintenance, fixes and updates are done in-house by Tesseract and distributed instantaneously to all users. It means that SCS is always up to date. And because all data is backed up centrally too, this saves SCS from having to back up its server in order to keep its data secure.

 

There’s also less risk with SaaS. Using on-premise software meant that if SCS’s server was damaged somehow, e.g. by fire, then the company wouldn’t be able to operate. Using Tesseract’s SaaS means that if something were to happen now, SCS’s teams could still access the system and work from home.

These benefits combined have allowed SCS to grow much faster than on-premise software allows. Mark Kenyon explains, “Tesseract has been key to our ability to expand our teams and acquire other companies. We purchased a local company in 2015, absorbed another in 2016, and took on staff from a company that had gone into liquidation later that same year — all made simpler and easier by the flexibility and scalability of Tesseract’s SaaS. Things are definitely better in the cloud.”

More visibility, more accuracy

SCS enjoys far greater visibility with Tesseract. The elimination of paper and centralisation of all its field service data means that everybody can see what’s happened or happening on a job. Service reports, invoices, purchase orders, parts requests and stock movements are all on the system for everyone to access in real time. This makes reporting and responding to customer queries faster, easier and more accurate, and eradicates any data gaps caused by the loss of paperwork.

It’s improved the accuracy of SCS’s invoices, too. Carol Newall, HR and Finance Manager for SCS, says, “In the past, the odd extra 10 minutes might not have been billed, and certain small replacement parts were sometimes missed. Now that the system automatically calculates timings and tracks every part, every opportunity for revenue is captured. Thanks to Tesseract, nothing gets missed.”

A roadmap for the future

SCS hasn’t managed to eliminate all manual processes from its service operation just yet. Quotes are still done manually, and there’s currently no way of checking which quote was accepted, apart from going back into emails and comparing figures. This makes it difficult for SCS to track its margins. As a result, Tesseract’s Quote Centre and Prospect Centre are part of SCS’s roadmap for the future.

Another module SCS will soon seek to implement is Tesseract’s Repair Centre. At first, SCS didn’t think it was needed. But since repairs are managed manually, the lack of visibility is fast becoming an area for improvement in SCS’s otherwise very efficient service chain. SCS is keen to implement Repair Centre so that everyone in the company can track the movements of faulty or damaged parts without having to trawl through the minutiae of a spreadsheet.

 

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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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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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What happens when two IT giants using different versions of Tesseract’s service management software decide to merge? In 2015, IT solutions provider XMA found out by embarking on a major systems amalgamation with Alan Sugar’s company Viglen.

In late 2013, Alan Sugar, business veteran and star of hit BBC TV show The Apprentice, decided to sell major PC builder Viglen to XMA’s parent company, Westcoast Holdings. Westcoast took the decision to dissolve Viglen as a corporate entity but allow the Viglen brand to endure as part of XMA.

XMA uses Tesseract’s service management software to govern its print services division, namely the installation and maintenance of printers and photocopiers under tailored, all-inclusive printing and copying contracts. Viglen uses Tesseract’s software to manage the production of its PCs, as well as all warranty and maintenance contracts offered with them. At the time of the takeover, XMA and Viglen were using two different versions of Tesseract’s software, both of which were out of date.

A skill set overlap

As the two companies came together, XMA realised that it now had two customer service desks with a major skill set overlap. One was at the XMA head office in Nottingham. The other was at the former Viglen head office in St. Albans, which has remained the centre of operations for Viglen PC production and maintenance since the takeover. (Famously, it’s also where the BBC films the ‘walk of shame’ sequences on The Apprentice.)

“In terms of dealing with customer support requests, we found that our agents in Nottingham were using the same skills as our agents in St. Albans,” says Vaughan Tyas, IT Manager at XMA. “The problem was having two very different Tesseract systems to look at. We decided that we needed to rationalise this so that agents in both locations could take calls for printer maintenance and PC warranty and maintenance.”

 

This was the main reason why XMA saw fit to merge the two Tesseract systems and bring all the data for XMA and Viglen under one umbrella.

A step up from the old systems

As a result of the Tesseract merge, XMA still has two service desks across two sites, but they share a unified service management software system. Each site now uses a single toolset to record calls, diarise and dispatch engineers, dramatically improving efficiency.

Furthermore, XMA was able to upgrade to the latest version of Tesseract’s Service Centre, SC5.1. Previously it was using SC5, while Viglen was using the much older SC4.2. The upgrade to SC5.1 has brought a range of improvements, including enhanced task automation and a new user interface with simpler navigation. Unlike previous versions, SC5.1 is also completely browser-independent, allowing users to run the software on any browser on any device.

Still, the biggest benefit for XMA is the Advanced Program Interface (API) that comes with SC5.1. Previously, Viglen was relying on a variety of bespoke mechanisms to allow Tesseract to communicate with other Viglen systems and pieces of software. These mechanisms were created by Viglen using old, inflexible technology and could not be developed or evolved. This restricted the company’s ability to upgrade its service management software and was largely the reason why Viglen was still using SC4.2—originally released in 2001—at the time of the takeover.

 

These outmoded systems integrations have now been removed and replaced by the flexible, Tesseract-supported API that is built into SC5.1, which means all the integrations are maintained in-house by Tesseract.

“The new API is so much more versatile than the bespoke integrations we had before,” says Vaughan Tyas. “It means we’re no longer in a cul de sac if we need to upgrade again.”

What were the challenges?

The biggest challenge XMA faced when embarking on the Tesseract merge and upgrade was dealing with the data from the two systems. In particular, each system had different serialised product and service codes for the same actions. These codes needed to be the same in order for XMA to use SC5.1 as one unified system.

To accommodate, Tesseract was able to implement a data translation algorithm to synchronise the codes and bring the two systems in line with one another.

How have things improved? 

Now that the systems merge and upgrade is complete, XMA has seen a substantial rise in operational efficiency and productivity.

Staff are no longer working two systems, dramatically cutting back on time and manpower, and the company doesn’t need to over-resource to make sure it has agents who know how to use each system. In addition, SC5.1’s new and improved functionality has made a number of the company’s processes quicker and easier.

 

“The other good thing is that for our agents, it’s just business as usual,” says Vaughan Tyas. “The implementation was smooth and the training was easy, because they were all so familiar with the previous Tesseract systems—and SC5.1 is even more user-friendly than those were.”

 

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