The Konica Minolta field service operation has more than 2000 field service technicians across Europe in 30 National Operating Countries (NOCs), servicing over a million customer assets, such as office printers and commercial printing devices, as well as IT Hardware and Software. Cognito iQ provides mobile and analytics solutions that enable field service operations to drive efficiency and improve customer satisfaction.

Cognito iQ’s COO, Dave Webb, had an opportunity to interview Patrick Stucke Senior Manager, Service Strategy for Konica Minolta, Europe. Patrick talked about how the organisation has been working to systematically harmonize and improve field service for a number of years; their shift-left strategy focuses on the technologies and processes which enable them to reduce costs and enhance customer service.

SHIFT-LEFT IS THE FOCUS OF KONICA MINOLTA FIELD SERVICE STRATEGY

Shift left is one of those terms that means something different in different industries, or even in diverse organisations within the same industry, so Dave asked Patrick what the term means to Konica Minolta.

Patrick Stucke: Shift left is a strategy that we've been following for seven to eight years. Our approach was to look at how we serve our customers, and rank all the functions that work towards incident resolution according to the ‘cost to operate’ , and the time it takes to resolve. Then, we took the most costly and valuable resources that take the longest to fix an issue and put them all the way to the right. And we took the resources that offer the fastest fix at little-to-no cost and put it them all the way on the left. It will come as no surprise that field service technicians were very far on the right. They are precious resources: they’ve received lots of training, they are equipped with tools, they carry spare parts, and they spend a lot of time driving around in leased vehicles. By contrast, on the left, there were the systems that self-diagnose and use automatic troubleshooting and reset functions. And then between those two different poles - the service technician on the right and the automated systems on the left - there were a lot of different shades of support, such as dedicated remote support specialists and expert teams, customer care teams or end-users using self-service support.So we asked ourselves: how can we shift as much work effort from the right to the left? Doing so would enable us to reduce downtime for customers, and also operate at a more competitive price point.

Dave Webb: What sort of challenges did you face in implementing the shift-left strategy?

When we started on the process of improvement, we discovered that we had various different mobile solutions in place. In some countries, local offices would self-dispatch the technicians but in others there was a central dispatch and scheduling function. Some technicians had mobile devices, and we were getting live feedback, but at the other end of the scale, some were doing all their call processing offline, on laptops, which was quite tedious. So it was very hard to compare one operation to another, and it was also very hard for the service managers to keep up to date with what was happening in their fields.

DW: So what steps did you take to harmonize field service?

PS: When we started looking into it, we weren’t really aware what was possible, and how much having live information would improve our capabilities to serve our customers. One target we had was to give our service managers more transparency of what's happening in their field operations, and enabling them to better analyse performance. So we went looking for best practices across different countries, exploring how operations work there and what partners they were working with. The real eye opener was our UK operation, which was using Cognito iQ’s Operational Performance Analytics solution (OPA). I had not seen anything like it before. Having real-time reporting and seeing how calls move through different statuses on an easy-to-understand dashboard reinforced our conviction that we have to move to fully mobile working - mobile devices and live data. The other element that I had not seen in such intensity before was the culture of performance and thought leadership on service optimization that has been established: Cognito IQ and the Konica Minolta UK team are working in a very close relationship and mutually improving each other.

                                                                                Patrick Stucke, Konica Minolta

DW: What was it about the platform and the solution that particularly appealed to you?

PS: The platform itself is unique, I have not seen anything like it. Being able to start at the top of the organisation and get a quick overview of what's happening in the field, and then being able to drill down to the individual details - that was something I've not seen in any other tool. So we can see, for example, utilization of technicians - how much time is spent in front of the customer, how much time is spent in the car, how much time is spent idle because technicians are not utilized to the best of their capacity. And that enables us to maybe shift resources from one team to another during the day to get a better resource utilization and help the more busy areas out. That’s really actionable.The second part of the answer is the very close and good collaboration with everyone at Cognito iQ. We don't just get an off-the-shelf solution; you challenge our way of thinking, you listen to the requirements that we have and implement those into your development roadmap. And I think that's really valuable when forming a partnership between two organisations.

DW: And how do you see Cognito IQ supporting you in your shift-left initiative?

PS: A lot of the metrics within OPA show us whether we have been successful in our attempt to try and shift left. So having, for example, live visibility of our first-time-fix rate. We have different teams collaborating with each other to try and achieve that: we would first try to help our customers remotely, but if we can’t achieve a remote fix, then we would send a technician out but we would pass along all the information that we have gained through the remote fix attempts. And we would at least make sure that we send the right technician, with the right training, and who has the right spare part to the customer. Just having that visibility and transparency in the field operations goes a long way in employing the shift-left strategy.

DW: And what has been the day-to-day impact on the team? The service desk, the field operation, the field engineers themselves? What has been the response to the shift-left strategy that you've introduced?

PS: This strategy has transformed our service organisations. As we were embarking on the shift-left journey, a lot of our organisations started putting remote support specialists in place. However, these were just field technicians who were on a rotating remote support duty. They would just scan through the call queues and pick prospects for a remote fix, and call customers proactively. And through that, we saw that they maybe decrease the burden on their field service colleagues a bit. But now, more and more countries are actually changing to dedicated remote support specialists who use all the great technology that we have in place to try and resolve incidents remotely as much as possible. And if they cannot fix an issue, they pass along all the information. So we see the service desk function and the field service function move a lot closer together and support each other. That's definitely a trend we're seeing throughout our business and in our growing IT service business. The clear cut between what's happening in the field and what's happening in the back office that we've had in the past - it's not really there anymore. So it’s become really important that they all look at the same set of data and intelligence. We need to all be working to the same service level agreements, from the first contact in the Customer Care Centre, through the field service operations in the countries, up to the European support organisations. We’re all working towards resolving our incidents according to our promises to the customers.

DW: How successful has your shift-left initiative been?

PS: Well, the way we have implemented that strategy has been a guiding principle for a lot of the initiatives that we have embarked on over the years. It’s also earned us some external recognition; we’ve won a BLI Pacesetter Award for Outstanding Serviceability in Western Europe twice. And it's of course, something we're proud of, because it shows the right strategy and the right guiding principle: to reduce our cost to operate and at the same time serve our customers better.

DW: Looking ahead, what other technologies are you expecting to adopt? And what do you expect those technologies to bring to your shift left strategy?

PS: One area that we have invested in already and want to grow is predictive analytics. We have systems in place already that notify us about possible downtimes, in advance. In some cases, we're able to resolve possible sources of a downtime for customers before anything happens. And we want to fine tune those algorithms even more and employ them for new use cases. We have also developed a lot of own technologies as part of the shift-left strategy implementation. One example is our AIRe Link platform, which is a remote video support system that enables us to connect to our end-users phone cameras, without them needing to install an app on their phone. That gives us a visual impression of what our end-users see when they try to operate the system, instead of just listening to the issues that they describe. And it's very easy to use due to the fact that we don't have to install applications on customer mobile phones.So that helps us a lot in our remote support attempts, especially at the moment where we are trying to avoid having to visit end customers at all, so we don’t put people in harm's way. This platform has been so successful that we're not only using it ourselves, but we're also offering it commercially. Together with Cognito iQ, we’re looking forward to the next generation platform of OPA, which will give us even better insights into operations. And because we can see trends developing throughout the day, in the dashboards that you provide to us, I think that soon you will be able to give us a glimpse into the future.

DW: As you say, the predictive aspect is very much a journey we're on together. At the moment OPA enables you to replay the operational day, but we're looking at playing it forward into predicting based on the data that we can see for tomorrow and beyond.

PS: That will certainly help us to serve our customers even better. And that's really an exciting prospect.

To find out more about any of the topics discussed in this interview please get in touch www.cognitoiq.com

Further Reading:

• Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
• Read more about Cognito iQ on Field Service News @ www.fieldservicenews.com/cognito-iq
• Learn more about Konica Minolta @ www.konicaminolta.co.uk
• Find out more about Cognito iQ @ www.cognitoiq.com
• Follow Cognito iQ on Twitter @ twitter.com/Cognito_iQ
• Follow Cognito iQ on LinkedIn @ www.linkedin.com/cognito-

In this new article for Field Service News, IDC's Aly Pinder discusses why the future of field service enterprises depends on getting the change in management right.

However, even the field team is finding that they have had to become more nimble, agile, and open to a next normal. In IDC's COVID-19 IMPACT ON IT SPENDING survey, 36.8% of manufacturers stated product and service installation would be converted to a contact-less experience. The ability to service assets, equipment, and products remotely or at least with limited time physically on site is a major shift for many service organizations and field service teams where getting hands on the machine for as long as it takes to fix the issue has been the norm.

As customer expectations evolve to expect contact-less experiences while also receiving quality service, the field service organization will need to transform. However, in an IDC research survey of manufacturers, only 34.0% of sampled organizations stated a strategic approach to change management with senior leadership having invested resources to ensure transformation was successful. The rest of manufacturers had some resources in place for change management but nothing strategic or at an enterprise-wide level. This comes at a time of accelerated digital transformation for many organizations while disruption is impacting the way service is delivered, how customers interact with organizations, and where employees work. These divergent factors, of rapid change with limited strategic communication, can lead to field service teams feeling left out of the future of the business. The field service team, front-line technicians, dispatchers, schedulers, third-party contractors, and partners must be a part of any change from the beginning to ensure expedient success and minimal negative impact to customers. To achieve accelerated digital transformation in field service without the discord, manufacturers and service organizations should consider the following:

• Solicit insight directly from your technicians with regard to gaps in the technology solutions currently used and relation to their productivity. Digital investments for many organizations are implemented from the top down or from the IT team. Not many organizations have the front-line team spearhead technological initiatives. It shouldn’t be a surprise, field technicians by in large are remote and must be primarily focused on completing work orders. Time to test or pilot new technologies isn’t in their job description. However, this fact mustn't lead to the field team being bypassed all together. Field technicians know what tools they need, what knowledge would help them be more productive, and what types of capabilities would enhance their interactions with customers. If field service technicians believe changes in technology or processes area being made with them in mind and with their input, the transformation will result in less friction.
• Educate the field team on the value of digital transformation. Too often, technicians are the last to know about technology hardware and software changes. They are expected to just blindly go along with the latest tools and its inherent value to increased productivity. But this approach can lead to resentment as these technicians have gotten the job done prior to any changes in technology. Also, some enhancements can seem like digital automation just to track technicians more closely to be punitive or restrict creativity in work. Communicating the value of technology changes to productivity, the customer experience, and business goals will provide the field team with buy-in to support initiatives.
• Understand field service team member's desired working environment and interest in digital technology. Not all technicians are the same. Some enjoy going out and dealing directly with customers, and others just want to fix an equipment failure but not have to interact with others. Both profiles are valuable to the field support team. In a constrained talent market, manufacturers and service organizations can’t afford to turn anyone away. By identifying which technicians are willing to work in direct contact with customers and which don’t, service leadership can create dedicated teams that build on individual strengths. Furthermore, with the emergence of a profit- or customer-centric view of field service, many service organizations look to transform the field service job to be less about completing as many jobs in a given day to instead empower technicians to become advisors. This change also is not for all technicians. Assessing which technicians want to work directly with customers to drive value-add experiences and which just want to just solve problems, service leaders can segment the workforce for specific jobs.

Change management is not easy even in the best environments where teams are in constant contact with direct communication with leadership and each other. Field service organizations have an even tougher time as technicians are removed from direct lines of communication with those making decisions, and inherent to their job is a feeling of isolation. As a result, service leadership must approach new digital initiatives and change differently for the field team taking a strategic approach to education, communication, and deployment. Failure to take change management as a serious challenge can result in delayed rollouts, attrition, or degraded service quality.

Further Reading:

• Read more articles by Aly Pinder @ www.fieldservicenews.com/alypinder
• Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
• Connect with Aly Pinder on LinkedIn @ www.linkedin.com/aly-pinder-jr
• Find out more about IDC Insights @ www.idc.com
• Read more about Covid-19 in Field Service News @ www.fieldservicenews.com/covid-19
• Follow Aly Pinder on Twitter @ twitter.com/Pinderjr
  
  

Damien Penney Vice President at Lytx Europe, discusses how fleet managers can empower their most important assets by placing technician safety and empowerment at the heart of their programs.

More and more, fleet managers are empowering their technicians with the tools to make good decisions that help them stay safe on the road. This means sharing ‘big picture’ insights about behavioral trends to watch out for, but also deploying in-the-moment vehicle alerts that allow technicians to self-correct in the case of a momentary slip-up behind the wheel.

By placing technician safety and empowerment at the heart of their programs, fleet managers are focusing on their most important assets. A technician who self-corrects risky driving behaviors is in the best possible position to help keep the fleet on track during high volume or challenging times.

THE POWER OF IN-THE-MOMENT ALERTS

Fleet managers know that even the most experienced and safest drivers may be subject to a periodic slip-up. When that happens, it’s important to help those behind the wheel get back on track as quickly as possible. Unlike traditional telematics which only tells you the what, powerful technologies such as machine vision and artificial intelligence (MV+AI) are now being used in order to tell the why and provide drivers with a little extra assistance.

Machine vision essentially acts as a smart set of eyes that scan and recognize both the internal and external environment of the vehicle. This includes the ability to identify distracted driving behaviors such as mobile phone use, eating, drinking, smoking, or failure to wear a seat belt. While MV identifies the issue, AI determines how risky that issue is and whether it needs to be flagged to the technician or manager.

An experienced technician may have a perfect driving history but, on their first day back after a long break, forget to click their seatbelt as they pull away from the depot. Much like a friend sitting in the passenger seat, MV+AI will kick in, cueing an audio alert that will enable the technician to self-correct their driving in a matter of seconds.

Fleet managers can also use this approach as an opportunity to reward good behavior. For example, video footage may reveal a technician reacting quickly to a momentary lapse, minimizing potential risk and avoiding any escalation.

PUTTING THE TECHNOLOGY IN THE HANDS OF THE TECHNICIAN

As well as reacting in the moment, it’s important that technicians have the opportunity to review their overall driving style. This includes spotting any risky behaviors that may be sneaking in over time.

One of the ways this can be achieved is by giving technicians condensed video clips of their driving to review at their leisure after their shift. In the moment, a driver may not have registered that they were following the vehicle in front too closely for example. However, the sight of themselves on video exhibiting potentially risky behaviors is a direct and effective way of communicating this. A technician will become more aware of their actions, placing the risk more firmly in their consciousness as a result.

One of the biggest benefits of self-review is that it’s something that technicians can do independently. There is no need to wait for a formal coaching session to be scheduled and any question of implied blame by a supervisor is avoided. In terms of technology, technicians can simply log on to a computer or mobile device anywhere that there’s a cellular connection.

SEEING THE BIGGER PICTURE

As a manager, understanding the bigger impact of these behaviors is also important. You need to be able to predict and manage future collision risk exposure to your fleet by analyzing past data.

For example, you might uncover a trend that shows technicians who work back-to-back shifts are more likely to be distracted by texting, food or drink while driving. This would be the starting point for taking a closer look at what’s going on. In this case, perhaps the technician is not taking breaks and eating while driving, and possibly texting or making phone calls while driving from job to job in order to multitask. Maybe they are facing pressure to get more site visits done in a shift and might be cutting some safety corners.

The more quality data you have, the easier it becomes to see these trends on a bigger scale – and feel confident that they are accurate. At Lytx, our database is meaningful because it consists of more than 120 billion miles of driving data from more than one million commercial drivers and technicians worldwide. This grows by more than 140,000 new driving events each day, further training and improving its algorithms.

For safer fleets, we need these insights to be shared properly. As well as providing managers with reports detailing incidents of risky driving, it’s essential that we place technicians themselves at the heart of the process. By placing some of this power into their hands, we can increase co-operation, share the responsibility, and have an approach to fleet management that is altogether more agile and responsive. Only then we really achieve lasting behavior change that sticks.

Lytx can help empower your technicians to be safer. Learn more at Lytx.com.

This post was originally published on Lytx.com by Damien Penney Vice President, Lytx Europe.

Further Reading:

• Read more about Managing The Mobile Workforce @ www.fieldservicenews.com/digital-transformation
• Learn more about Lytx  @ www.lytx.com
• Find out more about Detect and Prevent Risky Driving with Lytx @ youtu.be/F1B1jEWcLAY
• Read more about Lytx on Field Service News @ www.fieldservicenews.com/lytx
• Follow Lytx on Twitter @ twitter.com/lytx

IFS, the global enterprise applications company, today unveils a new brand identity to fuse its evolved market position and herald an industry-changing product launch that takes place on March 10, 2021.

Forward-thinking businesses are recognizing the benefits of differentiating on service and the growth opportunities presented by offering new propositions leveraging service. Now, with more than half of the company’s revenue coming from customers using IFS’s technology in how they serve their customers, together with its clear category leadership as recognized by industry analysts, IFS is uniquely positioned to help customers deliver at the moment when really matters. These are the moments when a company either delights or disappoints; the moments when all the decisions and processes that go into doing what you do need to come together; the moments when all the hard work pays off. We call them Moments of Service.

The launch of IFS Cloud™ on March 10 will enable more companies to be their best in their Moments of Service. The new platform enables companies to manage the customer, people, and asset elements of their business in a single, integrated solution. Packed with meaningful innovation, and the industry relevance that IFS has built a reputation for, IFS Cloud is the most significant launch in the company’s history and sets a new benchmark for the industry.

A NEW LOOK FOR A NEW ERA

At the heart of IFS’s new identity is an iconic symbol that represents the many elements a business needs to orchestrate in order to deliver amazing Moments of Service. The symbol reflects the effort, energy, and complexity that goes into every customer engagement while retaining a sense of balance and symmetry. Honoring the company’s past while ushering in the future, the new color palette is based on an updated, vibrant purple hue that is contrasted by a range of complementary colors.

The process behind the brand refresh was both collaborative and scientific, involving input from IFS customers, prospective customers, partners, employees, analysts, and journalists—as well as brand experts. 

“We are thrilled to unveil our new look and feel, which is an integral part of the evolutionary shift the company is currently undergoing,” IFS Chief Marketing Officer Oliver Pilgerstorfer said. “The new brand identity reflects the business we are today and is also indicative of our plans for the future, especially in light of the upcoming launch of IFS Cloud. It’s a watershed moment in our company’s history. By creating an identity that is appealing and inspirational we are giving customers, partners, and the market at large a clear signal—and it’s something our own employees are immensely proud of.”

The new IFS branding is currently being deployed across all touchpoints, including digital platforms, print and digital marketing, collaterals, merchandise, and office interiors. The roll-out is being accompanied by out-of-home advertising on some of the world’s most iconic activation sites including Times Square in New York, Burj Khalifa in Dubai, and Shibuya in Japan.

Want to know more? Visit ifs.com/possibilities

Further Reading:

• Find out more about IFS @ www.ifs.com/
• Read more about IFS on Field Service News @ https://www.fieldservicenews.com/ifs
• Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
• Learn more about the launch of IFS Clous @ ifs.com/possibilities 
• Follow IFS on Twitter @ https://twitter.com/ifs