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As we approach the half way point of our current research project being run in partnership with ServiceMax and PTC that is looking at how those in field service feel around the Internet of Things and it's likely impact on the field service industries Field Service News Editor-in-Chief takes a look at the findings so far and what are the initial emerging trends...

 

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Reactive vs. Proactive

There has been a lot of discussion for quite some time around the need for field service companies to move towards a more pro-active model of working, moving towards a more preventative maintenance model instead of the traditional reactive break-fix -approach which has been adopted by service companies for decades.

By moving to a more preventative approach field service companies can of course begin to schedule in jobs to allow for optimum efficiency in terms of routing and planning. However, a regular planned maintenance schedule may mean a lot of wasted hours visiting sites where a device is perhaps underused and maintenance is unnecessary.

Therefore one of the big potential drivers of the Internet of Things in field service management is the ability to remotely monitor device performance and automate service requests from the device itself as soon as it begins operating outside of optimum parameters (but still within normal operating parameters so the device is showing the first signs of potential failure but is still functioning OK). This would allow for a much more effective planned maintenance approach delivering service far more efficiently.

 

To assess if this type of approach would be suitable in field service we first of all asked our respondents if they were working on a reactive basis or preventative or a mix of both. Our findings so far show that a mixture of both reactive and preventative call-outs is very much the way most companies operate with 36% of companies stating they “operate a proactive strategy where possible but are still mostly reactive” whilst the same amount state their “service is half proactive and half reactive”.

This would certainly suggest that one of the big drivers of utilising IoT in field service management is definitely, i.e. the trend towards preventative maintenance model of service delivery is already clearly identified as a means of improving efficiency within service delivery and so the potential introduction of IoT tools to improve this would likely be well received.

Underlying technology

In terms of field service management the Internet of Things is very much being talked about as the next big technology however for it to be utilised as effectively as possible it could be argued that it is imperative to have other underlying technologies in place. For example in the earlier section we looked at how moving to a preventative maintenance model could be really enhanced by IoT and we saw that indeed many companies are adopting this approach.

This would of course be further enhanced by dedicated field service management software to help ensure that those attending each job have the requisite qualifications for the device they are attending etc.

 

In fact the research supports the notion that IoT is part of a vanguard of new technologies being seen as the next generation of field service management tools which will be complimentary to and in addition to those technologies many companies having already invested in such as mobile computing, field service management solutions and telematics solutions which were being used by 63%, 51% and 25% respectively.

Views around IoT

Indeed the interim results of this research certainly seem to show a great deal of confidence in the Internet of Things as a field service management tool.

In fact 44% of companies think that the Internet of Things “will have the biggest impact on field service operations within the next five years?” whilst just half (49%) believe that “IoT will become a fundamental part of field service operations in the future.”

What is particularly interesting however is that having asked “When do you think IoT will become common place within field service operations” over two thirds of respondents (34%) said they felt it already is beginning to happen and also debunking the myth that IoT in field service management is the realm of only the largest enterprise companies, 68% of our respondents felt that the benefits of IoT could be felt by companies of all sizes.

Meanwhile almost a third of companies were planning an IoT strategy whilst a further 32% had either implemented or were implementing an IoT field service management strategy.

 

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Giles Margerison, Sales Director UK & Ireland at TomTom Telematics, looks at the cost and efficiency benefits of improving driving performance standards.

Improved driving performance standards has long been an under-appreciated method for unlocking cost savings, improving safety levels and boosting efficiency for field service companies.  There is an abiding perception that controlling such a wildly differing variable is a monumental task – one that requires vast resource and has no guarantee of success. But it doesn’t have to be that way.

One problem is that old habits really do die hard. Getting an employee to change the way they drive requires a significant adjustment in behaviour.  Furthermore, there is a wide range of behaviours associated with each identifiable driving characteristic, meaning many companies simply do not know where to start when it comes to analysing data, if there is any.

Each of these challenges has a solution – and the benefits are potentially huge.

1. Involve your drivers

   Change does not need to scare employees, even when it involves the monitoring of driving standards. When implementing a performance programme, it is important to involve drivers in discussions from the outset, including union representation if appropriate. This allows them to ask questions, raise concerns and start a two-way dialogue that helps to demystify the process.

   Change does not need to scare employees, even when it involves the monitoring of driving standards

   Creating advocates and champions also helps. Instilling a sense of pride and responsibility in selected members of staff puts them in a position where they can spread the word and highlight the benefits of driving more efficiently. These might range from improved safety to cost savings that can help to safeguard jobs in the long term.

    

   Creating a specific company ‘mission statement’ and building this into employee inductions can help to drive the message home, stressing the importance of aligning company values with driving for work purposes

   The policy could also outline what consequences might be faced as a result of breaches of expected standards, such as speeding or reckless driving. Any disciplinary process should be clearly outlined and communicated, while giving staff the right to reply. Equally, if there is a programme for incentivising and rewarding drivers, this should be ingrained in policy too.

2. Set clear objectives

   When it comes to driver behaviour, its significance differs depending on the business. This means setting clear objectives which are dependent on organisational goals and choosing which aspect your company wants to improve upon.

   Perhaps boosting customer service levels is the main aim. Data such as vehicle off road (VOR) time is incredibly helpful here, as is the amount of orders or jobs lost during these periods. Identify the most appropriate data sets and set a baseline for the minimum expected standards. Any deviation from that baseline could then be highlighted, allowing management to target specific issues through training and consultation.

   The amount of data available is greater than ever but collecting, analysing and reporting on it does not have to be an overly arduous task. Telematics systems are now more sophisticated than ever, creating individual profiles for drivers based on their performance in a number of key areas related to safe and efficient driving.

   Management can drill down into specific areas of performance to gain greater insight into specific problems. Data is available on a range of behaviours, including speeding, fuel consumption, harsh steering and braking, idling, gear changes and constant speed.

   Devices even provide predictive advice that unlocks even greater fuel savings.

   Drivers can get advice in real-time through their driver terminal to inform them where they are able to improve. Devices even provide predictive advice that unlocks even greater fuel savings. Drivers are told when to take their foot off the accelerator on the approach to roundabouts or junctions, allowing them to drive in a smoother, more fuel-efficient manner.

    

3. Culture of collaboration

   Real employee engagement is needed to experience long-term change in driver behaviour. Rather than a ‘them and us’ philosophy, putting drivers at the heart of the programme can help them feel empowered and more receptive to change.

   When it comes to getting your workforce on board, incentives such as extra holidays, cash or qualifications for personal development work to your benefit. However, simple recognition and acknowledgement of their efforts can be equally effective. League tables that compare the driving performance of individual drivers are also useful for sparking a sense of healthy competition and giving staff goals to work towards.

There is no one-size fits-all approach to improving driver behaviour and the wealth of data now available to field service companies provides a number of ways for them to tackle the issue, depending on their objectives.

However, by following a set of established guidelines – creating a culture of excellence, providing strong leadership, choosing data to suit objectives and working with employees to achieve improvements – best practice can be achieved.

 

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Resource Type: White Paper
Published by:  Kirona
Title: Driving Productivity in Field Service
Download: Click here to download the white paper

By downloading you agree to the T&Cs listed available here

Synopsis

This white paper from Kirona highlights the benefits of integrating automated scheduling with a mobile working solution.

Overview

Leveraging the power of an integrated scheduling and mobile working solution that reduces travel and idle time, streamlines processes and ultimately increases the number of jobs/deliveries/visits completed per day per field worker can deliver average productivity improvements of 20% and sometimes even higher.

Rostering vs scheduling

Rostering ensures that you have enough people to fulfil the demand at any point in time. Scheduling ensures those people are doing the right things at the right time.

Real productivity gains only come when making the step change from rostering to scheduling. Best-in-class service organisation achieve 81% performance in worker utilisation Scheduling enables you to take into account when allocating work such a location and skill set.

 

The order in which work is schedule can have a significant impacto productivity. If you have a team of 100 workers doing 5 jobs a day, there are 1 billio possible combinations of how those jobs could be allocated

Minimise travel time

Travel time can be the greatest source of productivity leakage. Reducing the travel time of field workers by just 10% per day can, on average, increase productivity by as much as one additional average job per day.

Kirona strongly recommends that journey planning needs to be fully integrated into the scheduling process and that it takes into account the actual route between jobs and incorporates traffic information.

Addressing no access

An efficient schedule drives productivity improvements, but only if customers keep appointments and field workers are able to gain access. Integrating scheduling with customer communication can increase the number of appointments kept and update customers on arrival times.

Streamlining Workflow Paperwork, rekeying data, manual workflows and not having access to key information are all factors that are detrimental to the productivity of your field workforce. The benefits of having a seamless mobile working solution far outweighs the investment required.

Access to the right information empowers a results-driven workforce. According to Aberdeen Group’s Field Service 2014 report, best-in-class service organisations achieved an 88% first time fix performance

Handling the emerging day

The daily challenge for field service organisations is how deal with the unexpected without compromising productivity or letting customers down. According to the McKinsey Improving Workforce Productivity, an average 5-10% of jobs are cancelled each day an 10-20% or tasks run shorter or longer than expected.

Managing this requires real-time visibility of your engineers and a dynamic scheduling app that allows you to move work allocation one job at a time.

 

Leveraging Actionable Insight

Comprehensive insight, acting on it and measuring the impact is the key to driving continuous productivity improvement. Benchmarking individual performance and task times, analysis of capacity vs demand and understanding geographic coverage all are key productivity drivers.

Conclusions

Field workforce automation software is key to driving productivity. The technology is proven, deployment does not have to be complex and there are significant gains to be made.

We have seen time after time that by leveraging Dynamic Resource Scheduling combined with Mobile Working, organisations on average see an uplift in productivity of 20%.

Yet the value does not stop there. These organisations also see an improvement in first time fix, a reduction in no-access, reduced administration overhead and measurable improvements in customer satisfaction. The field service activities become far more predictable and so too does performance.

Every aspect of work can be measured, analysed and lessons learned to drive continuous performance.  According to Aberdeen Group, a best in class service organisation is defined by its ability to achieve 81% or greater workforce utilisation, 88% or better first time fix and a 90% or better customer satisfaction.

 

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Find out more by clicking here to download the white paper now!

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In this the latest feature from our serialisation of the The Service Manager Handbook published by Advanced Field Service we look at the most important part of any field service operation, the field service engineers...

You are also able to download the full 40 page ebook for free by simply clicking here and completing the brief registration form

Your reputation, spread by word of mouth or increasingly through social media and online reviews, is founded on the experience your customers have of your engineers.

Unfortunately, customers seem more likely to broadcast a negative experience than a positive one, especially in the consumer or domestic service sector. Some disgruntled customers have even taken to posting video blogs of their experience of poor service. A video goes viral; word spreads like wildfire; and your reputation is permanently damaged. So how can you develop a service team committed to building your reputation?

Free engineers to do what they do best

A happy engineer more often than not results in happy customers. What motivates them best is using their time in deploying their skills rather than in endless form-filling. Consider ways to free your service team from the routine dross that saps their time and motivation, and empower them to be more productive and efficient.

Talk to your workforce

Holding regular face-to-face meetings between management and the workforce on the status of the business and sharing any development plans will all help build a team ethos, visibly improving productivity and enabling individuals to see the bigger picture. Whereas they might see the introduction of a new process or technology as a threat; you know it’s essential to the viability of the business.

Make your engineers your eyes and ears

With their close, on-the-ground contact with your customer base, even the most junior engineer can be a source of intelligence, such as feedback on how your customers regard your products and services: are they generally happy or are there murmurings about changing their supplier or service provider? Your field team is also a valuable channel for communicating your vision of quality and also for publicising forthcoming product updates or new services.

 

 

Encourage ‘self-monitoring’

Some service companies are using modern technology such as GPS tracking to weed out the worst instances of misconduct among their engineers. Others are adopting a more complementary method where their engineers choose their priorities and self-monitor their performance, an enlightened approach that can pay dividends.

Information: the vital tool in your engineers’ kit

As previously mentioned, engineers need the right tools for the job: their physical toolkit and information about the product, such as parts, diagrams, nature of the problem and known workarounds, as well as information about the customer, including their service history, plus, of course, essentials such as their contact details and location.

Be sure your engineers are fully aware of any recurring issues, such as a problem with a particular product, so that they can handle the situation with all due sensitivity. As previously mentioned, engineers need the right tools for the job: their physical toolkit and information about the product, such as parts, diagrams, nature of the problem and known workarounds, as well as information about the customer, including their service history, plus, of course, essentials such as their contact details and location.

 

Be sure your engineers are fully aware of any recurring issues, such as a problem with a particular product, so that they can handle the situation with all due sensitivity.

Mobilise your team

Information should also travel in the reverse direction: from the engineer back to base. Using their mobile device, engineers can send the customer’s sign-off back to the call control centre, along with any photographs or other supporting evidence, and details such as time to arrive on site and time to complete the job.

This information can be sent immediately to the contract manager to provide an instant report. A mobile solution is also a useful way to record exceptions to your usual high standards. In some cases, your engineer may be prevented from getting to the root of the problem. Was the equipment inaccessible due to a physical obstruction or the machine being unavailable for servicing?

A photo will provide supporting evidence should there be a query from the customer at a later date.

Room to grow

To maximise staff retention, it makes sense to create a rewarding work environment. A clear and defined development strategy and regular career mentoring are likely to encourage employees to stay. Pairing experienced engineers with new engineers will also speed up the learning curve and give individuals the opportunity to advance.

And those negative social media comments…?

Hopefully, the above tips will help to secure your reputation but if you do receive negative feedback online, you need to address it. If you respond courteously to comments – without being a pushover for compensation – you’ll be seen as a responsive, market-aware company.

Move the debate out of the public arena and offline as quickly as possible. You need to be vigilant but you can’t watch all social media channels all of the time. There are social media monitoring tools, such as Hootsuite, that will trawl the web for mentions of your company.

But once again, encourage your staff to report back on any negative social media they come across. Conversely, thanking customers for sharing a positive experience of your service is also well worth doing if you have the resources.

 

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Download the full 40 page ebook for free by simply clicking here and completing the brief registration form

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Tesseract is helping British Gas expand and diversify by optimising service management at its renewable energy division, British Gas Heat Networks.

Tesseract is helping British Gas to increase the volume of its work and expand its offerings by optimising the service management operation at British Gas Heat Networks (BGHN), a growing division of the company specialising in renewable energy sources and cutting edge new methods.

BGHN began its life as Econergy, designing and supplying biomass heating solutions. Biomass systems – a carbon-neutral solution to the world’s ever-dwindling supply of fossil fuels – rely on heat generated from burning quick-growing, renewable wood instead of gas. British Gas purchased Econergy in order to diversify, to offer customers a wider choice of energy options, and to explore more renewable energy sources and environmentally friendly heating solutions.

Biomass heating solutions continue to be the primary focus of the division, which was renamed British Gas Heat Networks in December 2014. Biomass boilers are provided to anyone who wants them, including private residences, council offices, care homes, schools, rural estates and commercial premises. BGHN offers a complete solution, from initial consultation and project development to design and installation to operation and maintenance, courtesy of long-term heat supply and energy management contracts.

But where does Tesseract come in? Essentially Tesseract looks after the service and maintenance side of things. Following installation, BGHN relies on in-house engineers and a variety of subcontractors to maintain the installations at its clients’ premises. Tesseract’s Service Centre 5 (SC5) is used to manage these engineers and subcontractors, looking after both planned and reactive maintenance at customer sites.

Before the implementation of Tesseract’s service management software, BGHN relied on a predominantly manual, paper-based process to deal with planned and reactive maintenance tasks, plus a modicum of software. Most of the work was scheduled using Excel spreadsheets. Nothing was live, instant or particularly visible.

“We were growing, so we decided we needed better software,” says Kim Dornan, Customer Service Manager of BGHN. “Our old paper-based system had become unmanageable, and we decided we needed to implement a service management software package like Tesseract’s, in order to expand further.”

 

In October 2013, BGHN implemented Tesseract’s full SC5 package, utilising the full range of functions, including remote engineer access, stock control, parts centre and reporting. Now, staff at BGHN do not have to look at spreadsheets to determine what planned maintenance tasks are coming up, or use spreadsheets to log new reactive tasks.

“When we load a contract onto the Tesseract system, Tesseract now tells us what needs to be done and when,” says Dornan. “Before, we would have to enter details onto a spreadsheet and keep looking at it to know what work was coming up.”

Tesseract’s browser-based software can be accessed on all internet-capable devices. Thanks to Tesseract’s Remote Engineer Access (REA), which completely streamlines field service management, BGHN’s engineers can now log in remotely to the Tesseract system from their smart phones, laptops or tablets. They are able to view calls for dispatch, raise parts requests, look at the call history of a site, close down jobs, generate reports and raise same-day invoices. All of the data they input is live and fed back to the office instantly, allowing for much better visibility. REA also has handy offline capability; data can still be entered even if the internet signal is lost, and will be transmitted to BGHN as soon as the signal is restored.

Thanks to Tesseract’s software, a whole labour-intensive, paper-heavy process has been eliminated from BGHN’s operations. As a result, BGHN has been able to increase the volume and multifariousness of its work.

“Tesseract has enabled us to take on more work, and expand the range of services we offer,” says Dornan. “We now employ more in-house engineers and look after more clients. And while our specialism is biomass, we have a number of subcontractors we use for specialist gas work and working with different heat pumps. It means we can offer a more expansive and varied service.”

 

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As telematics specialist Microlise launches  Clear, its new driver coaching and behaviour app developed specifically for field service organisations, Kris Oldland discovers his inner White Van Man and realises that not all stereotypes are true…

UPDATE: SINCE THE PUBLICATION OF THIS EVENT REVIEW MICROLISE AND FIELD SERVICE NEWS HAVE TEAMED UP TO REPEAT THE DAY FOR FIELD SERVICE NEWS READERS.

DUE TO THE NATURE  OF THE EVENT SPACE IS LIMITED SO CLICK HERE TO REGISTER NOW!

When we hear the phrase “white van man” it doesn’t always conjure up the most positive connotations: a red top paper somewhere on the dashboard, an arm hanging lazily out of the window and, worst of all , reckless driving with little care for other motorists all fit into the traditional stereotype.

However, the white van driver is not only at the heart of the field service industry but also at the heart of the UK economy as well.

“Over the last few years there has been a meteoric explosion in the white van market. From September 2014 to February 2015, 150,000 vans were registered in the UK” stated TV presenter and author Quentin Willson. Willson was opening an event hosted by telematics specialist Microlise at the Milbrook Technology Park to launch its Clear telematics solution for field service.

“Bringing in £35Bn to the UK economy the idea of White Van man being the spine of the UK economy has been embraced by government.” Wilson continued underlining just how significant a role the White Van Man has in the British economy as the UK continues to rebuild it’s status as a leading financial power following the economic downturn and double dip recession of recent memory.

And of course for those companies who operate these vehicles, there are huge potential savings to be made from improving driver behaviour, to ensure that fuel economy is at an optimum whilst vehicle degradation remains at a minimum.

Service engineers are drivers too

This, essentially, is what Microlise’s Clear is all about: helping coach our field engineers into being better drivers in order to reduce costs.

 

This in itself isn’t a particularly new concept, of course. Telematics companies such as TomTom, Telogis and Fleetmatics have been raising this point and aiming their products at field service companies for some time now. It’s a busy market as it is so is there space for another telematics company toeing the same line as everyone else?

What do Microlise bring to the table that differentiates them from their competitors and peers?

Well for a start they have an extremely strong pedigree in the haulage sector, where they are very well established with fleet operators and truck manufacturers. The annual Microlise Transport Conference is the biggest transport conference in the UK with over 1,000 delegates attending this year’s event held at the Ricoh arena.

Secondly, Clear is aimed specifically at field service companies and is actually a very slick piece of kit indeed.

It is designed with compliance and safety at the forefront, with built-in vehicle walk round checks to both increase fleet uptime and safety standards. There is a comprehensive reporting suite that provides management with insight into utilisation, productivity and compliance in terms of work patterns and HMRC tax requirements.

 

The Clear launch event included interesting presentations from associations including the FTA and the Driver and Vehicle Standards Agency which both highlighted the looming burden to van operators of having to meet the stricter servicing and roadworthiness compliance regime that already apply to HGV operations. (Given the fact that almost half of all vans fail their MOT first time this could, arguably, be merited. However, it would likely prove costly to both operators and government alike.)

We also heard some excellent case studies from facilities management giant Interserve and pay-TV providers Sky.

The road ahead is Clear

After a morning of we had the chance to test out Clear first hand which of course meant getting behind the wheel of a van ourselves. Our challenge was to complete the Alpine course as close to the optimum time of seven minutes, with as few driving faults as possible. The course which was apparently model on a section of road actually in Alps, certainly provided a challenge, with hairpin bends, heavy cambers and steep inclines combining to make a route that certainly demanded attention.

Stepping into a brand new Ford Transit van provided by co-sponsor Hertz , I admit I felt a sudden rush of nerves. I’d only ever driven a van once and that was not long after passing my test and I’ll readily admit that on that particular occasion I found myself quickly living up to the stereotype as I hogged the middle lane of the M40.

How would I cope on what those who had gone before me described as a tricky track? Was I about to have all my driving weaknesses laid out bare in front of me? Fortunately it seems that, like a good wine, I’ve improved somewhat with age and whilst the course itself was tricky I managed to get around with a respectable B from Clear’s rating system in a not too shabby 7 minutes and 37 seconds.

 

With my dignity secured I could now spend some time with the coaching side of the app to understand better how it works. With my recorded data transferred I was ready to see where I went wrong and was duly handed a tablet (the app is available on both IoS and Android) to have a look through the low points of my run.

The app itself had a nice intuitive interface and I was impressed with how quickly and easily I was able to drill down into data such as fuel efficiencies, carbon emissions and of course dangerous driving elements such as over steering and harsh braking.

And as I looked through my reported errors, I was advised on where I went wrong by none other than Ben Collins, AKA the Stig, the former racing driver who know makes his living perform insane stunts for the movie industry.

Whilst our group were each getting their specific feedback there was also an opportunity to see the back end of the system at work, as it comfortably managed our ‘fleet’ of 30 or so delegates and fed back data in real-time.

The reporting suite also gives field service managers valuable information on fleet utilisation and productivity, delivering additional operational benefits, whilst real-time vehicle tracking gives fleet managers the insight to understand the location and operational status of every vehicle in the fleet.

Clear field service benefits

“Clear will deliver huge benefits to organisations operating fleets of vehicles” commented John Mills, Head of Mobile Workforce Telematics at Microlise. “The product has been developed with the specific needs of these organisations in mind, and we’re excited to be working in such a dynamic space.

“Whilst telematics solutions are traditionally centred on vehicle tracking and driver performance, Clear comes complete with a range of other features that will help field service organisations to be compliant in terms of HMRC reporting, DVSA regulations and in-house vehicle safety standards. Comprehensive task management and communications further enhance efficiency and service levels.”

As well as highlighting driver faults in real-time, Clear also offers easy access reporting. I could very much see how self coaching via smartphone or tablet helps improve engagement and education of our field workers. And such a tool could be very powerful means of communicating to our engineers that they are indeed professional van drivers as well as professional engineers.

In fact,  perhaps one of the biggest challenges of improving the driver standards of our field engineers, could possibly be convincing them they are professional drivers in the first place.

 

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WANT TO EXPERIENCE THE DAY FOR YOURSELF - INCLUDING DRIVING A WHITE VAN AND PERSONAL DRIVING TIPS FRPOM THE STIG?

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Coming soon: More on the importance of convincing field engineers they are also professional drivers.

 

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Like any other industry, the world of the casino has had to adapt to the many trends and changes in which new technologies offer a range of options for maintaining, supporting and implementing operational activities. ClickSoftware explores how the role of field services will change.

With global gambling revenues rising to over $450 billion in 2014 the industry is clearly still massively profitable. And with changes in legislation that have helped deregulate a lot of red tape that previously inhibited the casinos' activities, it looks like global gambling will soar in the future.

However, such expansion provides new challenges and new opportunities for the industry. And from the simple field service operations of maintaining existing casino operations, to adapting to the new digital challenges offered by cloud-based gaming platforms, there are many questions as to how the role of field services will play in this new and exciting future.

A highly knowledgeable and ever-ready team of field service operatives must be on hand to provide support for the vast array of potential problems that could occur. Traditional casinos are massive operations that require a great deal of skill and forethought in how to maintain and operate the wide range of functions that the businesses provide. In terms of the actual gaming activities that are conducted, a highly knowledgeable and ever-ready team of field service operatives must be on hand to provide support for the vast array of potential problems that could occur.

Not only do many casino establishments operate on a 24 hour, seven days per week basis, but the sheer quantity of gaming options can often present a headache to the field service engineer. With even the simple slot machine requiring a great degree of specialisation, it's incredibly important for teams of field service engineers to be able to share technical information via mobile devices that can aid maintenance under tight deadlines.

 

Similarly, with a range of other activities being conducted under a casino roof ranging from entertainment, catering and hospitality, the field service operations will also be under a great deal of pressure to implement productivity software with dynamic scheduling so that knowledge is shared and activities can be aligned in these huge business operations.

As casinos operate with a highly visible 'front-of-house' operation, it's therefore highly important that any field service activity is conducted in a discreet and professional manner with the minimum of disruption to the business' activities. As such, mobile apps run on compact devices are the most effective way for field engineers to stay connected in this demanding situation.

And conversely, the mobile environment has also infiltrated the traditional casino format massively in recent years. The advent of online casino sites hosted by Chipzup have revolutionised the way in which customers can play a massive variety of games remotely through websites that offer lucrative prize winnings from the convenience of a smartphone or tablet.

 

As such, the field service aspect of this changing relationship between customer and industry will be adapted to become specialised in the digital and technological side of gaming operations.

This is especially the case with the rise of cloud-based gaming that promises to allow people to enjoy streamed high-end games direct to their device. Such a method of playing games threatens to revolutionise the traditional console-based activities as the actual game will be stored, executed and rendered on a remote computer that streams live-video action of the game to the player's device.

This method of conducting gameplay could revolutionise the online casino experience as players will be able to enjoy a much wider variety of games from different systems regardless of what device they actually own.

And with the recent news that Sony had purchased the defunct cloud-gaming site OnLive, it looks like big business will be stepping into this exciting new area of gaming potential. Whether this will result in a centralising of operations remains to be seen, but it will undoubtedly result in a much higher technological adaptation on behalf of field engineers to keep servers running and ensure that connectivity between the customer and business doesn't suffer.

Despite all of the changes that are taking place in this rapidly growing and hugely popular industry, the key concepts of field service operations must stay the same however. So clear communications between operatives through the use of rugged hardware and mobile devices that take advantage of cloud-based support will all have to be implemented and sustained in order to ensure the smooth running of the modern casino environment.

 

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Our  new Hands On  regular feature focuses on the hardware choices available for field service organisations, from smartphones to tablets.  To set the scene, Sharon Clancy runs through some of the key specification points to consider.

As more field service companies automate their business processes, so is the market for the devices required to capture all that useful data. Consumer devices are proliferating thanks to their low initial cost and this has given new impetus to the rugged v. consumer device discussion but has also raised questions about what type of mobile device best suits the task in hand.

Rugged tablets, for example, have given excellent service in sectors such as utilities and emergency services, where processing power, outdoor screen visibility and high levels of reliability are required. Rugged handheld computers might lack user-appeal but they are reliable, versatile and easily configurable. Their relatively small 3.5in screens are not seen as a particular deterrent because the data capture tasks they are used for are simple.

At the other end of the spectrum are consumer devices - cheaper, with user-appeal shine and intuitive apps, but also with components not designed to last the rough-and-tumble of an intensive eight-hour daily use. In the middle are a new breed of hybrid devices with shiny smartphone-style skins underpinned with rugged features to enhance reliability.

Price pressures are certainly driving some of this innovation with consumer and lower-cost devices being deployed in operations where traditionally only rugged devices would be considered. Buyers might agree that the up-front cost of a device is just a fraction of its total life costs but a low initial device cost can get a project green-lighted - important for field service managers keen to gain the operational and cost efficiencies mobile devices deliver.

 

Device names can be confusing - one manufacturer's rugged smartphone is another's Personal or Enterprise Digital Assistant (PDA and EDA). The straightforward approach is to focus on what functionality you need the device to have and also on dimensions and weight. For example, does it need to fit in a pocket; does the data task require a keyboard; a scan engine;  or a camera. What connectivity does your operation need?

We've put together this short guide for buyers to guide to help ensure the devices you choose are fit-for-purpose.

FSN Buyer's checklist

1. Ruggedness
   The rugged specification of a device is more critical for some field service operations than others. Compromises on IP (ingress protection against dust and water) and drop-spec ratings are possible in some environments, but push that too far and the result will be more downtime and repair costs.A typical rugged spec for devices used mainly indoors, for example, might be IP54 for dust and water ingress and a 1.2 metre or 1.5 metre drop rating. some models are rated as high as IP67 and some survive 1.8 metre drops. Check if the drop test is to a soft surface or to concrete (which mimics a fall on to a car park floor).
2. Functionality
   This is a key differentiator when choosing between consumer devices and rugged ones. Rugged devices tend to be built on a modular platform that allows varying degrees of customisation: you get a device precisely tailored to your data capture needs. Specifications for consumer devices are less, if at all, configurable. One area where this manifests itself is in whether the device has a dedicated scan engine for barcode scanning or relies on device camera with a scanning app. A camera might be fine for occasional scanning, but if your service worker has to scan frequently, using a camera is a much slower and fiddly process, affecting productivity and, possibly, data accuracy.
3. Form factor
   With form factors ranging from 2.8in screens on smartphones to 10in or more on tablets, service organisations are spoilt for choice. Small devices are portable, but the small screen may hamper productivity; tablets allow more information to be displayed and usually have more configurability, making it easier to get the exact fit for your processes.Some rugged devices incorporate a hard keyboard matched to a small screen, but user experience with consumer smartphones is helping to create demand for similar larger screens in the business world.
   [quote float="right"]There is intense competition in the 5in and 7in tablet sector

    

   - an area also populated by rugged smartphones. (The main difference is that while smartphones automatically include voice functionality, tablets may not.) Some fully-rugged tablets incorporate a mini-hard-key navigation keyboard to one side, whereas smaller tablets and smartphones rely on touch screens.The use of larger tablets for enterprise is a fast-expanding sector. Rugged tablets may not be as slim as Apple’s iPad, but they are still ultra-portable, with some incorporating a carry handle.
4. Screens
   Screens can be glass or polycarbonate: glass is more fragile and scratch resistant, while polycarbonate is flexible so less likely to crack, but over time can dull with scratches. Toughened glass such as Corning's Gorilla glass is popular in tablets and in some of the rugged smartphones now appearing on the market, while other manufacturers are using bonded screens that are as scratch-resistant as glass but more flexible.Not all mobile devices have the capacitive touch screen technology found on smartphones and tablets for touch data entry and screen. Some rugged devices have resistive screens which are said to be more responsive to touch when the user's finger is wet or gloved, but less responsive than capacitive to bare fingers. However, the latest generation of resistive screens can handle finger-touch input as well as stylus input. Everyone's had the experience of a slow-responding touch screen when navigating: one technical factor can be the number of wires incorporated in the screen, so do ask.

   For field service, there are two other important factors to take into account when it comes to screen specifications: how easy are they to read in bright sunlight and how wide is the viewing angles. NITS is the measure by which visibility in strong sunlight is described and there are various technologies that improve visibility in strong light, usually involving a combination of reducing loss through reflection off the screen and colour management.

5. Operating systems
   When selecting devices, it's important to think about the Operating System as it could impact on whether or how your apps run on it. For Apple fans, iOS is standard; for other devices there is a choice of various Android OS or Microsoft Windows OS in their various guises.[quote float="left"]Device OS is particularly important when you have legacy applications

    

   OS is particularly important when you have legacy applications: they may have been developed with earlier software development tools that are incompatible when it comes to upgrades. Bearing in mind, for example, that Apple iOS is incompatible with a lot of enterprise legacy software systems unless deployed with some sort of mobility management system, for example.Device manufacturers can also tweak the OS, so the more frequently a device is refreshed, the higher the risk that an app which ran happily on an older model won’t on the new one. This is more of a concern with consumer devices which have more frequent model updates than rugged devices.Android is popular with software developers who like the open-nature of Android. Android was once labelled as not-fit-for-enterprise: earlier versions (2.0 or Gingerbread) are more vulnerable from security-wise and may lack enterprise-friendly features such as mobile device management functionality - they can still be found on some older rugged models. Expert advice is to opt for Android 4.0 or later.Tablet manufacturers and their enterprise customers have remained loyal to Microsoft Windows, partly because of its easy integration with desktop software. Some tablet makers now offering licence-free Android as an alternative OS, especially on small form-factor devices where cost is a factor.

   Microsoft's tardiness in releasing a roadmap for 6.5 embedded (popular with rugged device manufacturers) and less-than-stunning Windows 8 has seen customers desert it for Android. However, the newly launched Windows 10 may help it regain some of that lost traction in enterprise.

6. Processing power
   Having sufficient processing power is key if you intend to run multiple applications on any device. Many, but not all, devices now incorporate dual or quad processors with advanced power management that help preserve battery power when running multi-applications.  Some low-cost devices may have older generation, slower, processors. Tablets, especially those 10in and above have impressive RAM and storage facilities, with solid-state memory now widely available. Intel’s Atom or i-series processors and Texas Instruments’ OMAP family are the most widely used.
7. Connectivity
   While smartphones tend to come as standard with all the connectivity you could wish for, on rugged devices, there's greater variation in what is standard and optional. GPS or A-GPS is usually standard on devices aimed at field operations, as are network radios from 3.5G upwards. WiFi and Bluetooth may be operational rather than standard.
8. Batteries
   Some features considered essential for field service management (GPS location fixes and 3G or 4G communication, for example) are notoriously power-hungry, so do compare battery life claims. Smart battery management is now a feature on many devices. Some of the latest generation of rugged devices claim impressive battery life of up to 20 hours, thanks to a new generation of higher-capacity batteries coombined with smart battery-life management and power-saving multi-processor architecture. Light and proximity sensors, for example, power the device or applications on-and-off and battery-condition monitoring and reporting are often included.If the app or operation will be particularly demanding of battery life, it's worth checking how the claimed life was calculated: some manufacturers now quote different hours between recharges for different types of use.It's easy to forget that battery replacement needs factoring into total-cost-of-ownership calculations: the more discharges, the shorter the battery life and the sooner they will need replacing. Don't forget either, think about how devices will be recharged and check the comparative costs of types of in-vehicle chargers.Rugged tablets designed for field service often have hot-swappable batteries which allows users to change batteries without losing data.[/ordered_list]

 

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The world of academia and industry came together at the end of May to discuss the latest theories and trends in servitization at the Aston University Spring Servitization Conference. Held in the purpose-built Aston conference centre in the heart of the University and hosted by the Aston Centre for Servitization Research and Practice, the conference holds a unique position within the servitization community in bringing together representatives of both academia and industry. Kris Oldland was there.

Aston's own Professor Tim Baines is widely considered by many to be one of a handful of people at the very top of this field and he was joined by academics from across the globe from Helsinki, to Tokyo, from Hangzou to Glasgow. Industry was also well represented with companies of all sizes in attendance ranging from third generation family-run Nicklin Transit Packaging through to blue chip companies such as Air France and Goodyear.

“The purpose of the conference is best expressed as three objectives,” explained Baines. “Firstly, to bring the researchers in the field together to really consolidate the knowledge base around servitization, so where are we today with servitization.”

“Secondly it’s to bridge theory and practice, to bring practitioners into the mix, talk about their experiences and let the academics learn from that and vice versa.”

“And the third thing is possibly the most important of the three: it’s all about community building. All too often that the community of servitization is disparate and fragmented, this conference is about bringing the international community together to share their experiences on servitization, their research on servitization.”

 

There certainly was a genuine buzz of community throughout the two days, which was greatly enhanced by the format itself. With no less than forty presentations being presented across two days the danger of death by PowerPoint ran higher here than at most conferences. However, the ten minute rule – strictly enforced by Baines and his colleagues - kept everyone on their toes and the sessions were well supported by a slick app which allowed for feedback and questions for each presentation. This added a good interactive element which kept the audience involved throughout.

The advantage of so many presentations, of course, is that there were a phenomenal number of talking points being generated from each session, so as we made our way to the networking coffee breaks each time the courtyard area was full of debate and discussion.

Whilst servitization is indeed gaining a lot of traction at the moment, it remains an unknown area for many or at best an area of confusion for others. In it’s simplest sense servitization is the shift from a traditional transactional manufacturing approach (whereby we build a build a product, sell it and then offer some form of aftermarket service to help maintain that product for a specific period of time) to a model where we build a product in order to sell the service itself.

Sony and Telemadrid

A great example of this approach is  the brand new state-of-the-art system Sony Professional Systems Europe have just installed for Spanish news company Telemadrid, replacing an existing suite. However, instead of Telemadrid having to pay a big lump sum they are paying Sony on a pay-per-usage basis.

The benefits for Sony are that over the longer term they can generate greater profits for longer periods plus embed themselves within their customers’ workflow making customer retention far higher.

 

The benefits for Telemadrid are that they have a far more manageable cost line on their proft and loss sheets, they have access to the very latest technology and  they need no internal technicians to service that technology. Most  importantly, it is in Sony’s best interests to ensure that Telemadrid receive 100% uptime otherwise they will face severe financial penalties. Result: Telemadrid knows the service they receive will be reliable.

(For the full story on how Sony is transforming its service business  in Europe read our in-depth two-part interview with John Cooper, Head of IT and workflow Management, Europe here)

This trend will continue as more and more  companies are pulled into a servitization model by their customers. Rolls Royce’s power-by-the-hour is one of the best-known examples of the servitization model and was the direct result of American Airlines demanding such a service from the jet engine manufacturer some thirty years ago). Other companies are seeking to adopt a servitization model for reasons such as improving profits or differentiating themselves from their competition.

METSO

One company that has just made the transition to servitization is mining, utilities and recycling organisation Metso. John Cullen, Vice President of Marketing and Brand, was one of the keynote speakers at the conference and outlined how and why Metso had made the shift.

“At the moment I would say we are at the beginning of the process,” Cullen began.  “We’ve actually been going through a process of servitization within our company but it’s a journey that started some three years ago when our services unit was put into a separate division having previously been attached to the different product businesses.”

But why have they made this move? In fact there were a number of different reasons that led Metso went this path. “There were a number of different drivers for us,” Cullen stated. From a customer perspective we weren’t delivering to our customers everything that they wanted. They were looking for us to take a more active role in their business processes and support them, where we tended to be very much more reactive.”

“Secondly we already had a lot of great service products within the company but they weren’t recognised because we weren’t selling them as a servitized products. We were just coming to our customers and saying what problems do you have, we can fix it."

 

“So we really needed to change the way we were doing things from being reactive to proactive. For us, it helps our business develop new revenue streams, but it also means we deliver a better service to our customers.”

The cultural challenge

Of course such a radical shift in business strategy needs not only the buy-in from the executive level but also from all members within the organisation. Something which can prove to be a significant hurdle for companies to overcome when moving to a servitized business model.

“When we presented these concepts they’ve actually been embraced by our people but one of the challenges is that we are changing the way people do their job in everything. So what we are asking people to do is throw away maybe twenty years of doing things and look at things in a completely different way and that’s hard for anybody to do,” explained Cullen.

“It’s about a cultural shift. The positives being that people are interested, they’re eager and they do see the benefits but actually doing it but, still, changing the way you’ve been doing things is a difficult thing to do.”

 

It is, of course, a cultural shift for Metso’s clients too. It’s a big point of discussion: should companies try to roll out such an approach to all of their customers in one go or is it better to perhaps apply the Pareto principle and roll the changes out to those customers your closer to first?

For Metso the intention is to take the first approach although the reality of doing so isn’t particularly straightforward. “It’s an approach that we are trying to put out to every company but the practicalities are that we have to start with a few customers within various territories and then actually develop competence within the organisation to deliver,” Cullen explained.

“But it’s not something we want to limit,” he added, “It’s a culture and we want to change the culture everywhere.”

 

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Look out for Part 2 of this report from the Servitization conference  where we'll hear from Christian Kowalkowski of the Hanken School of Economics on how servitization has evolved over the past decade.

 

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