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A shift in attitude & embracing new tools can help break telco’s poor customer service cycle writes Mussy Kurt-Elli, CEO of QubeGB and a keynote presenter at Maximize Europe Conference which took place in Amsterdam earlier this month.

While it’s no secret that telcos perennially end up at the bottom of customer satisfaction reports, a survey this summer by the Institute of Customer Service report actually shows signs of significant improvement in the space.

Not exactly time to break out the Dom Perignon, but any improvement is worth holding onto - although it has to be put into perspective.

So-called challenger brands, such as Tesco Mobile and giffgaff have apparently skewed the scores, so clearly there is still room for improvement.

And according to a more recent report, from market researchers Vanson Bourne, it’s not a wish that is exclusive to the telco sector. The report shows that nearly half of IT and field service decision makers surveyed across all types of organizations peg improving customer service as a priority area for investment. For IT decision makers, ¬field services fall below the popular categories of security, big data and analytics but it’s still significant.

 

To a certain extent it is unfair to compare telco with other sectors. Customer quantities and types of product vary but certainly telco has to keep working on improving service quality. The Institute of Customer Service notes “telecoms continues to generate the highest number of complaints, with one fifth (20%) of customers having experienced a problem.”

I shouldn’t complain. After all, the fact that most operators are struggling to execute high customer service themselves gives us an “in” to winning new business (we provide field engineering and managed services to all of the UK’s major tier one carriers, such as BT, Talk Talk, Sky, EE, and Virgin Media, as well as smaller aggregators, such as the Post Office, housing associations, and electrical retailers).

In my experience, the industry doesn’t suffer from lack of experience, but more often a lack of critical fundamentals, such as modern service tools, processes, training and front line service engineers to uphold customer service standards.

Without investing properly in these areas, the industry as a whole will continue to struggle with high levels of complaints.

In our own business, we deployed the ServiceMax field service management platform to formally manage our service teams in the field, and get insight into products, history, scheduled maintenance, and Cases and Work Orders to streamline customer interaction. Having the  right tools and process in place can lead to transformational change.

So what does this mean for telco customer service? Certainly change is necessary and this change is as much about perception of customer service as it is the processes and methodologies in making customer service and support more efficient. Empowering field service engineers and support staff to improve communication, response times and repair times (as well as increase transparency and efficiencies) is important for modern support teams.

 

The key is for telcos to recognise the true value of field service, not just as something which can impact customer satisfaction but that can also provide data and intelligence on customer trends, product deficiencies, new product ideas and the potential for upselling. Unfortunately, according to the Vanson Bourne study, in the majority of cases, organisations and board members are missing the link between ¬field services and customer satisfaction, let alone everything else. This means that boards are reluctant to support increase field service projects and improvements in customer satisfaction are slow.

In fact the telco sector has an opportunity here to make a leap forward. As a third party support supplier for the industry, we have seen huge improvements in the technology that can help us improve service provision for customers.

Improved reporting with more granularity, a clear feedback path for recurring product faults and transparent workflows are just some of the benefits we can now pass on. What does this mean to telco businesses? Ultimately a time reduction on each job which increases service capacity and therefore financial savings. We estimate that a ten-minute reduction on each job would increase service capacity by 50,000 jobs a month and earn a potential £6m in additional revenue a year.

 

It’s a strategic step that puts an end to the firefighting approach (chances are your service department has yet to modernise in terms of technology, dedicated service platforms, training or tools). Addressing the gap in field service delivery teams will not only increase customer satisfaction but also improve employee satisfaction and lead to greater job retention.

Telcos need to accelerate change and embrace the field service renaissance. Customer service after all is the new growth strategy for all businesses.

 

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Jim Baston continues Charlie’s journey as the serialisation of his service oriented book beyond Great Service continues...

 

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If you missed the earlier parts of this series you can catch up by clicking here

 

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The last time we left Charlie, he was trying to make sense of a comment a past customer made to him.

The comment has helped him to realise that his company is missing a tremendous opportunity to add significant value to its customer relationships. He recognises that asking questions during the contract that gives them more insight into the goals and needs of the customer, will allow them to go beyond simply maintaining the equipment by making recommendations of products and services that could help them address their challenges and achieve those goals. In other words, they could proactively take steps to help the customer to be measurably better off by the end of the contract than they were at the beginning.

This is an important revelation for Charlie as he comes to see the service business as more than a maintenance and repair activity. He recognises that the real value that his company can provide is to use their collective experience and expertise to be a “technical” partner for their customers. Using their unique knowledge and understanding the needs of the customer, would allow them to make recommendations that will help their customers achieve their business goals.

He immediately recognises the important role of the technician in making this a reality. They are in the best position to recognise and make recommendations. They know the technology and the capabilities of their company. They have an established relationship with the customer with typically high levels of trust. They know the customer’s equipment and the challenges they are facing. And perhaps most importantly, they have an understanding of the needs and goals of the customer. These are the critical pieces of the puzzle needed in order to make intelligent recommendations.

 

The challenge for Charlie is that he sees the task for the service people as selling and this doesn’t go over very well with the service team. He introduces the subject at a service meeting.

[Charlie] … brings up the issue of selling by simply asking, “So what do we have to do to encourage you to sell more of our services to our accounts? I am convinced that we could grow our revenue significantly, if you guys would just spend a little time talking to the customers about the other things we can do.”

The group sits in silence for a few minutes. There is a lot of shuffling of feet and a few uncomfortable grins as people look at Charlie, and then around the room at their peers. Finally, Angus speaks up, and Charlie is surprised by his response. “With all due respect, Charlie, it’s not our job to sell. We have a sales person that does that. You need to find a way to get him to sell more. Anyway, I can’t speak for the rest of the guys, but whenever I’ve brought opportunities forward, I’ve been disappointed with the way they were handled—if they’ve been handled at all.'

"Just last week, the building manager at Marsh Estates wanted to know when I was going to get my sales guy to show up to discuss our energy audit program. I brought that to John over a month ago. Frankly, I was embarrassed, and I’m gonna think twice before I make a recommendation like that again!”

John is Novus’ service salesperson for maintenance contracts and small project work. He reports to Lauren Baker, Director of Sales and Marketing. Although John does not report to Charlie per se, he has an informal dotted line of accountability.

Charlie was taken aback. From his perspective, Angus was very good at generating new work. He had the least number of contract hours of anyone in the place, and yet was never one who was short of hours. “How can you say that selling is not your job Angus, you’re one of the best ‘salespeople’ in the place?” inquires Charlie.

Charlie was surprised by Angus for the second time this morning. He did not expect the reaction that he got.

 

Angus smiled and said, “That’s where you’re wrong boss. I’ve never sold a thing in my life. I leave the selling to the guys with the expense accounts and the company cars. I simply keep my customers informed, and keep my eyes open for things that they should be doing to improve the operation of their facilities. I could never be a salesperson.”

… Charlie looks around the room. “What do the rest of you guys think? Don’t you see the value of selling our services to the customer?” … Pete sits forward in his chair and says, “Angus is right—we’re not salespeople. We have no business trying to sell the customer anything. We’d lose our credibility with them.” At this point, the room becomes animated and various techs chip in with their comments. Generally speaking, they are all in agreement.

Now Charlie is in a quandary. He recognises that he can really help his customers by making recommendations aimed at helping them achieve their business goals, but he can’t do that without the direct involvement of the service team. And, based on the reaction from the service techs to his suggestion, he won’t be very successful in getting them to participate.

Thinking about your business:

• Do you have a formal or informal expectation of your field service team to generate opportunities in the field?
• How enthusiastically does your field service team participate in this activity?

Next time we will look at this role of making recommendations as an integral part of the service provided.

 

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Field Service News Editor-in-Chief, Kris Oldland talks exclusively to Graeme Coyne of Siemens about why an attitude of exploring continuous improvement is ingrained in the company’s DNA...

The Aston Spring Servitization Conference is a unique event in that it brings together both industry practitioners and academics to discuss the evolving trends in servitization – a key shift in business thinking that puts field service at the heart of a businesses success.

The presentations come thick and fast, and as would be expected by a conference hosted by a leading industry focussed university, there is reasonably heavy bias towards the academics when it comes to speakers.

And whilst the rapid fire format (around 50 presentations in two days) can foster a great deal of discussion and cover a wide and varied number of research areas across the spectrum of servitization, there is always a danger of death by power point when trying to cover so much ground in such a short period.

Therefore, when Siemen’s Graeme Coyne took to the stage armed with a presentation that featured just three simple slides, it was not only a bold approach but a welcome one.

 

Coyne, has two key qualities that are essential in a senior field service exec.

He is both genuinely approachable and easy to talk to, whilst having a deep rooted desire to continuously look for improvement.

After his presentation I caught up with him to talk through some of the key points that he raised during his 30 minute key note, which was well received by both the academics and the practitioners in attendance.

One of the first things that I wanted to pick up with Coyne was how the culture of Siemens as an organisation mirrored his own attitude towards adopting an approach that is all about continuous improvement, and how that translates across both product development and service delivery.

“We do it [focus on continuous improvement] across the company in every process we do – so it could be service coordination, how we deal with spare parts, and how we manage our service engineers. But we always look at it from the point of view of how can we do it better?” Coyne replied

“We use ‘plan, do, check, act.’ or GEMBA. We have two meetings every week within our department to ask ‘how can we do the service coordination part better?’ Somebody comes up with an idea, it’s discussed in an open forum, and if we think it is worth investigating we ask them to go out and develop the idea further.”

“We’ve had this philosophy for many years. It’s all about what exactly is the problem - can you define it? What’s the root cause and what are the options?”

 

“The main thing is to launch it, monitor it and then evaluate it. You have to keep going round in this loop and it is embedded in our culture.”

One area of Coyne’s presentation that particularly caught my attention, was when he spoke out quite strongly against the productisation of services.

Given Coyne’s experience this was an area that I was interested to dig a little deeper into.

What was it that drove his thinking on this?

“We are centrally controlled and have products that are developed from our headquarters and this can lead a view on services that begins with the product and then looks at what services can we develop for them. You then end up with product people devising a lead service and saying sell that service,” Coyne begins.

“My view is different. I’m in a region, and dealing with end customers."

"Essentially we know what someone like Unilever, Coca-Cola or Ford Motor Company want and come at it from a the reverse point of view and it’s very difficult to slot a productised service into the customer’s needs. It may not fit; it may not be what they want.”

 

Pushing a bit further on this I was keen to see if Coyne felt that this was an issue felt more keenly by multi-nationals, who all too often are further removed from their customers than smaller, more localised competitors.

In fact whilst Coyne does admit there is a danger for larger organisations to become disengaged from their client base, he also believes that if multinationals approach cooperation between different regions correctly there can be huge benefits in terms of knowledge sharing.

“What I’ve seen is people from the regions bringing in new perspectives and ideas. For example, twenty years ago I was based in Germany and I brought in a perspective from the UK, other colleagues brought in opinions from other countries like Finland and Italy.

“More recently we have begun to have regular meetings using video conferencing for up to an hour at a time, where we do best practice sharing."

"Basically we pinch with pride!” He says with a wry grin.

“For example, we’ve just found out our team in Belgium have an approach for a particular customer type and product type and we realised they’ve been doing what we want to do now in the UK for the last 17 years.”

“They already know what works, how much it costs and what the benefits have been. So we can take best practice sharing and use it and implement it in our country to suit our customers needs.”

Given the setting of our conversation, I was also keen to understand just how far along the path Siemens is towards advanced services and servitization.

“In terms of the move from SLAs to performance based contracts we’ve done it from certain places, in the world,” he begins.

“Very often where the customer themselves doesn’t have the wherewithal to do it [manage the service chain] they may rely on us. They rely on our management skills to be able to deliver something where we can have KPIs based on the quality of product they’re producing, the volume of product and improving productivity.”

“For many years in Siemens now we’ve had an approach to customers that says we focus on four things. Firstly can we improve their turn over? If they can make more things they could possibly sell more! We don’t control their market in the service world but we can give them the ability to do that.”

“We also look at how we can reduce their cost base, their utilisation of people, spare parts management; there are many things you can look at in reducing costs.”

“The third part is asset availability and using new technology like real time condition monitoring services to predict when assets need to be serviced and maintained. In that way we reduce downtime and become proactive rather than reactive.”

“The final part is to do with sustainability. Let’s look at the water industry for example - a regulated business that has to guarantee the quality of the water that they give to their consumers, if we can do something like putting in instrumentation products and calibrate them so that they don’t get penalised by their regulator, it further adds strength to our role in supporting their business and gives us greater customer loyalty.”

 

Of course whilst the shift towards delivering advanced services is heavily reliant upon changing the culture both within your own organisation but also amongst your customers also, technology – particularly the IoT is playing a critical role in enabling companies to be able to deliver such solutions.

But how big a challenge is it for a company like Siemens, with well over 100,000 assets out in the field globally (and some of these assets are 30 even 40 years old) moving to IoT?

“It can be hard but a lot of the equipment that is thirty or forty years old tends to be power related. Its drives, motors and other individual items that were never networked in any way shape or form” explains Coyne.

“Industry 4.0 is allowing everything to communicate. We have a lifecycle information service we offer where we will take the installed base from the customer, analyse it, and point out where they might be at risk.”

“We get situations such as a ship turning up in port with a bow thruster that needs a service - it might be thirty years old and they still expect us to do it.

There is no way that, that is connected in the internet and in future we will be much better at supporting our products as they will be fitted with Industry 4.0 compatible connectivity”

“But that is the dilemma we have in terms of looking after legacy products, and then looking to the future and saying if you specify this in these systems we are going to be able to support you way, way better. Rather than an adhoc approach you can plan it and manage it better.”

 

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Stephen Wilson, Chief Marketing Officer, eBECS, provides an outline for optimising field service operations in the new digital age...

In any business, increasing efficiency while minimising costs is absolutely critical, and failing to recognise new opportunities can result in declining profits. This is especially true when existing systems do not accurately track resources and information. So how do you tell if your Field Service processes are doing the job, and when to re-evaluate to see if they can be optimised?

There is a great underutilisation of technology in Field Service that can be solved with an integrated Field Service solution. Microsoft Dynamics 365 for Field Service, properly implemented, can have considerable positive impacts on the bottom line, reducing pain points for the field service technicians, customers, and the business overall.

To help businesses understand the value of an integrated solution they first need to recognise the pain points of the three parties involved, and how those pain points are costing them money.

Optimisation of Route Management

When a field service technician is sent out to a location, their fuel costs and driving time are taken into consideration in the overall expense.

The further a field technician has to drive, the higher the cost. So how does Microsoft Dynamics 365 for Field Service solve this? By accurately mapping out each service call, dispatched technicians can service more customers in a shorter period of time, with less travel in between each location for complete route optimisation.

 

This also reduces the time a customer must wait. A report by Forrester Research, Inc. noted that customers felt the most important thing a business could do to provide good service was to value the customer’s time. The less time a customer has to wait, the better experience they will have with the business. Increasing customer loyalty has high impact on the business’s overall profitability.

Improving Resource Utilisation

Each time a field service technician is sent out for a job it costs the business over £800. If that field service agent does not have the right equipment or skills to complete the job, another technician is sent. An integrated Field Service solution ensures that all the information required to complete the job is stored in the system. This enables the business to send the right technician to the location, with the right equipment, reducing the need for a second visit by over 26%.

Real-time visibility and scheduling

Do you know where and at what stage in the service call your technicians are at any given time? And why is this important?

Providing realtime data is essential to any business looking to increase efficiencies. By knowing how long technicians require to complete certain jobs, a Field Service solution can significantly improve scheduling functions. Customers can get updates on when they can expect the technician to be arriving for their service call, and if there are any unexpected delays in the schedule.

 

Overall, proper scheduling helps regulate workloads for technicians, as only service calls that can be handled within a technician’s regular work day are scheduled. This not only reduces overtime, but reduces the number of technicians who find themselves with excessive amounts of downtime and wasted hours between service calls.

Connecting business resources

Poor resource management is one of the biggest leaks in profits. By connecting service requests to work orders and right-parts-monitoring, inventory management improves. The business then has accurate data on all inventory and the specific parts required for each service call. This ties back to the overall goal of reducing second service calls as it ensures that parts are in-stock before a technician is sent.

Business reporting

How does a business forecast with no visibility?

Accurate reporting is essential to understanding both profits and expenses. With an integrated Field Service solution, detailed reports can be generated and used to make key business decisions, including required expansions. These reports include service call time reporting,  analytics on hours used for provisioning and other tasks not allocated to a service call, and parts used for service calls.

Employee engagement

Employee job satisfaction is a key component in a business’s profitability. It can be directly linked to a customer’s experience, increasing efficiency, and reducing errors.

When employees are provided the proper tools and resources to complete their jobs by way of an integrated solution, user adoption is high and coincides with an increase in revenue generated per employee. The right Field Service solution provides technicians with vital information about each service call, real-time guidance, and cross-team collaboration.

 

Using Microsoft Dynamics 365 for Field Service can have a significant positive effect on your overall business, from providing customers with better service, increasing job satisfaction for employees, providing analytics that can be linked to business decisions, to reducing wasted resources. To learn more on how to optimise your  Field Service business, visit https://ebecs.wistia.com/projects/f0me5yp2eq

 

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Manuel Grenacher, CEO, Coresystems outlines a clear plan for smooth software implementation...

Software implementations fail across various industries and markets, but mostly for human reasons rather than software catastrophes.

According to research firm, Gartner, 55% to 75% of all ERP projects fail to meet objectives.

Panorama Consulting worked with independent research company Mint Jutras, and found that more companies in 2015, 21% to be exact, are defining software implementations as failures, up from 16% in previous years. Field service businesses bring their own challenges in levels of complexity, remote access, and skills, but these are manageable with the right planning and partners. Here are my five tips for successful implementation of field service software.

1. Setting Objectives Is Key

It’s easy to get fixated on features when choosing a new software solution. However, there’s more to implementing a new system than that. Features and functions are obviously important, but you should choose software and a delivery partner that understands your field service business and what you’re trying to achieve. While choosing a software solution, think of the end-to-end process and the people that will have to use the software to do their jobs and how information will be accessed and used throughout that process.

Data entered by the admin team needs to be in the right format and accessible to technicians remotely.

 

Set objectives before starting to compare systems so you know what you’re trying to achieve. What ROI is the Finance Director looking for? How will you measure the degree of success or failure?

Think holistically about the whole field service business, including the people. Take a baseline measurement before you start for comparison purposes, e.g. average number of site visits per day, time taken per visit, call backs, technician upsells, direct online access by customers, cost per visit.

2. Getting Acceptance and Trust From Your Staff

A new software solution can succeed or fail depending on how your staff reacts to it. They after all are the most important part of the business and the software is only there to make them more productive, so take care of them before everything else. Identify everyone affected by the roll out: sales, admin, technicians, accountants, line management, etc. Plan ahead and maybe even get their input during software selection. Plan in detail how the software will accomplish the business processes, especially the interaction between the new system and humans.

Offering training pre- and post-implementation is vital, plus having ongoing support.

3. Ensure Security of Data 

Just because a new software system is based in the cloud, that doesn’t make it immune to problems. The implementation should be treated the same way as it would be for a traditional IT system. It’s very important to be just as rigorous with project management, objectives, data migration, phased rollout, testing, etc. A cloud implementation will bring many benefits and cost savings, but it also has its own challenges around access, compliance, and security.

The main servers and networking infrastructure will be looked after in a secure data centre, but technicians need remote access on-site. Their tools, such as mobile devices, should be tested and given as many means of data connectivity as possible at fast speeds with significant amounts of storage for downloading manuals, catalogs, video, etc.

 

The new system shouldn’t bypass your company’s compliance rules, or the industry rules in regulated regimes such as some utilities. When it comes to security, it is still your responsibility to ensure personal and confidential data is kept secure so be responsible when specifying requirements for data connectivity, VPN tunneling, encryption (including on mobile devices), rewalls, etc.

4. Pick A Project Management Team

Strong project management skills are vital during this phase, which will mean choosing a supplier and delivery partner that understands your business. Plan out the whole end-to-end field service deployment with them and keep staff and customers in the loop. Still, you should stay flexible enough to take on unexpected changes without risking derailing the whole project.

Don’t expect staff to be able to do their day jobs and run the implementation, too. You’ll need to assign dedicated people to set up the product information, customer site details, report structures, etc. These people may come from the delivery partner, but you’ll still need to assign time for internal experts to pass on information and perform testing.

Don’t be afraid to make carefully considered changes to the plan. For instance, if a big new customer comes on board half way through with new service requirements, decide whether to delay working with the customer or delay the whole project. Either decision can be right, but you should have a process ready to help you make the decision, understand the consequences, and communicate your decision.

 

Getting the features right is one thing, but installing the new system will take time, and it will probably be disruptive to ongoing operations and cause anxiety among a affected staff. All of these disruptions have to be planned for and managed properly so they don’t spin out of control and take the project down.

5. Implement Step by Step

It’s usually much better to adopt a phased approach to implementing a new software system rather than expecting to do it all in one big bang.

Keep the phases manageable by dividing the rollout into controllable chunks. These chunks could be based on regional teams, functional steps, the business model, or all of the above. A good way to start might be to choose a team that performs well and is fairly close to HQ. Spend time getting them up and running smoothly, iron out any wrinkles, and be sure to understand their worries and objections because you’ll see those worries again at every other site.

 

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Having undertaken a detailed research project together assessing the use of IoT in field service and also the relationship between IOT and the growing trend of servitization, Field Service News and Gartner field service management magic quadrant leader ServiceMax delivered a webinar exploring the research findings.

You can find links to download the full webinar and the related white paper below but here as a taster is a brief section of the Q&A held at the end of the webinar featuring Patrice Eberline, VP Global Customer Transformation and Kris Oldland Editor-in-Chief, Field Service News

 

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Click here to access the research report

 

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Click here to access the webinar

 

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With a view towards the looming new year the team at Bizness Apps have put together this fantastic infographic outlining some of the key trends in mobile to look out for in 2017...

 

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As we continue our series decoding the language used by rugged hardware manufacturers we turn our attention to one of the most widely cited certifications MIL STD 810G

Almost every rugged device you see will proudly boast the magical code MIL STD 810G somewhere in the specs but what exactly does it mean and why is it just so important?

Well as you may well have guessed MIL STD is actually short for Military Standard (the artwork was probably a give away wasn’t it?) In fact it is an American military standard that although has it’s origins with the US Air Force is now upheld in a tri-service agreement between the US Army, US Navy and US Air force. However, the standard is widely adopted amongst commercial products that need to be able to hold up to rigorous environmental tests.

The G if you were wondering relates to the current revision of the certification document and we have been at G since 2008.

General Program Guidelines

The first part of the MIL-STD-810G is a set of general guidelines that describes management, engineering, and technical roles in the environmental design and test tailoring process.

It focuses on the process of tailoring design and test criteria to the specific environmental conditions an equipment item is likely to encounter during its service life.

Laboratory test methods

The second element of MIL-STD-810G is focussed on the environmental laboratory test methods to be applied using the test tailoring guidelines described outlined in the general program guidelines.

With the exception of Test Method 528 (Mechanical Vibrations of Shipboard Equipment), these methods are not mandatory, but rather the appropriate method is selected and tailored to generate the most relevant test data possible.

Each test method also supports the test engineer by describing preferred laboratory test facilities and methodologies. These environmental management and engineering processes can be of enormous value to generate confidence in the environmental worthiness and overall durability of equipment and material.

 

However, it should be noted that there are always limitations inherent in laboratory testing that make it imperative to use engineering judgment when comparing lab results to how a device may cope in real world environments as in many cases, real-world environmental stresses (both singularly and especially when combined with other stresses) cannot be duplicated practically or reliably in test laboratories.

That said the MIL STD 810G is accepted as a global standard when it comes to the robustness of rugged devices.

The tests themselves are varied across a range of different environmental stresses which include:

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• Temperature ranges
• Shock
• Vibration
• Humidity
• Salt fog
• Explosive atmosphere

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As well as a number of other environmental stresses. However, a device can be tested and certified as MIL STD 810G for each and any of these tests individually and they are not mutually dependant on each other. So for example a device could be tested to MIL STD 810G for shock (test 516) only without having to be able to pass any other MIL STD 810G criteria.

In terms of rugged devices suitable for field service perhaps the most important of these tests (and the most likely you are going to see in manufacturers spec sheets) are Shock, Operating Temperature, and Vibration. There are MIL STD 810G tests for sand and dust ingress as well as contamination by fluids but generally most manufacturers stick with the IP rating system for these areas.

Test 516: Shock

Almost certainly the most widely cited of the MIL STD 810G tests by rugged manufacturers, this test method is often referred to as the “drop” test as it gauges how well a device holds up to impacts while falling from certain heights.

The tests are designed to find out just how much general physical abuse a device can take while in operation and there are eight different procedures to choose from that each use different ways to cause shock or impact but of these the most common is procedure IV.

 

Just how extensive the test is down to a devices weight but generally tablets, phones and laptops all fall into the first category (weights of less than 100 pounds and lengths of less than 91 cm). The devices are dropped from a height of 4ft onto each of it’s six faces 12 edges and 8 corners onto two inches of plywood over concrete (which apparently is the most common surface a device is likely to land on). Testers then visually inspect for damage and determine whether the device still works after each drop.

Tested to. Vs. Engineered to

One problem with MIL STD 810G testing is that it can be very expensive and it’s important to remember that MIL-STD-810 is not a specification per se but a standard. A specification provides for absolute criteria which must be satisfied to “meet the spec”. MIL-STD-810 as a standard provides methods for testing material for use in various environments but provides no absolute environmental limits.

Therefore, some OEMs will skip the whole second part of MIL STD 810G (the actual testing part) yet still claim their devices are engineered to meet MIL STD 810G standards.

Whilst such devices may well be more than capable of surviving the rigours of your field engineers toughest day, the simple fact is that they haven’t been actually tested to do so.

That said most of the dedicated rugged players within the space such as Getac, Panasonic and Xplore et al will all have their own internal testing facilities and will also often engage with a third party to validate their findings.

What MIL STD 810G does do however, particularly when it comes to the ‘drop test’ is give you a base line understanding of what you can expect your field service engineers shiny new tablet etc to withstand.

 

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Marina Stedman, Director of Global Field Marketing for ClickSoftware takes a look at the recent new EU legislation and what it means for field service organisations operating within the region...

After an employee court case in September 2015, the European Court of Justice (CJEU) ruled[i] that time spent travelling to and from first and last appointments by workers without a fixed office should be regarded as working time.

This is because the workers are at the employer’s disposal for the time of the journeys, are acting under their employer’s instructions and cannot use that time freely to pursue their own interests. This obviously has huge implications from a field service perspective, especially related to the number of hours that can be worked and on rest time which are both part of the Working Time Directive (WTD). While some vagueness remains around the changes, they are expected to be implemented by 2019.

To help our customers navigate the new legislation, we knew needed to get under the skin of the incoming changes, so we decided to survey over 300 senior business leaders across Europe to see what they thought.

WTD and what it means for business 

Our ‘EU Travel to Work’ Research conducted with Bilendi (one of the top digital service providers for the market research industry in Europe) found that over a third (36%) of UK businesses will not be ready when the latest WTD regulation comes into force. France followed closely, with 48% of respondents claiming they will not be completely ready.

Additionally, more than one in 10 companies are not actually aware of the ruling. Just Germany (69%) and Italy (72%) are confident they will be completely ready.

Unsurprisingly, the report found that businesses expect the new ruling to have a significant impact; 60% plan to change the way they operate. So what does this mean from a field service perspective?

We found that nearly seven in ten (68%) businesses will or may have to change the way they schedule resources in the field.

In real terms this means:

[unordered_list style="bullet"]

• Thirty percent will need to cut the number of jobs that any field service engineer can complete in one day and expect to pay staff more for overtime
• Nearly one in five companies (19%) will need to hire more employees to complete field based work – this is highest in Italy (39%) and Germany (41%)
• Nearly half of respondents (47%) will need to implement new systems and tools to manage the new rules[/unordered_list]

Understandably, cost is highlighted as the biggest concern around the new law, according to 29% of respondents. Awareness and understanding will also impact compliance with one in five businesses (19%) concerned about unknowingly breaking the rules.

Transforming lives in the field

What will these changes mean for field service workers?

The new WTD ruling is expected to positively impact the lives of workers in the field. Three in 10 businesses (30%) anticipate having to reduce the number of jobs a field service employee can do in a day. At the same time, the same level of employers are bracing themselves to have to pay more overtime to these employees to factor in the cost of travel. How will businesses cope with this change? Just under one in five (19%) businesses expect to take on more staff to be able to cope with the demand for field based work at its current level.

The challenge for organisations who have field workers will be introducing systems and processes that balance their commitment to employee well-being in terms of mandatory breaks and rest periods during a now extended working day and week, with cost and productivity within the rules that have been set.

 

Containing the cost of service delivery without sacrificing quality will be critical for service-centric businesses. By their very nature, most field service workers are mobile, with many starting and finishing their working day from home, rather than a fixed office, with travel time taking up a large part of their working day.

At ClickSoftware we’ll be working with customers to help them adapt existing practices to ensure they continue to operate in multiple countries across Europe, competitively and sustainably.

An opportunity for innovation?

The majority of European business leaders (75%) think that the new law is set to benefit field service staff.

Already, we’ve seen how digital connectedness and smart mobile devices have transformed the industry. WTD could in fact accelerate adoption of these new enabling technologies as field service companies across Europe look at new ways of improving employee productivity and efficiency out in the field, while remaining compliant. Indeed, our report shows nearly half of our respondents (47%) will need to implement new systems and tools when the latest WTD regulation comes into effect.

 

In terms of top concerns from an industry perspective, 25% of companies in the manufacturing industry, 20% in utilities and 15% in telecommunications said that their current systems and processes would not be able to manage. In addition, half of manufacturers, 31% of utility suppliers and 33% of telecommunications providers put this in their top two concerns.

It is clear from the research that the majority of European companies that employ field service staff who work from home are going to have to make changes to their business processes and their systems regardless of which country of industry sector they are in.

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