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Trimble Field Service Management are set to release a new report following on from a research project they have be conducting looking at how field service organisations need to transform their service delivery to remain competitive in today's market. Ahead of the release of the report Field Service News spoke exclusively with Trimble FSM Managing Director Mark Forrest. 

FSN: You report that customer service is widely regarded to be the number one priority for field service organisations. How are organisations adapting to meet this priority?

MF: The correlation between customer satisfaction, retention and profitability is proven and we know the most common customer complaint is when a technician does not resolve the problem first time. As a result, field service organisations have to strive to get it right first time to meet customer expectations. A return visit is not only significant in terms of time and cost but can also be damaging to the brand and reputation from a customer view point.

Recent studies show that over a quarter of dispatched jobs fail to be resolved first time, requiring two or more follow-up visits. Making sure you get the right people with the right skills with the right assets to the right place within a set time is therefore essential. Work management technologies can help with this. They incorporate technician knowledge, parts availability, and capacity into scheduling processes to ensure that the technician arriving on site is the person who can resolve the issue first time.

FSN: Your research found that 1 in 10 field service organisations still collect data from the field via paperwork and some collect no data at all. Is there a cost to field services of collecting data in this way? If so, what can be done to address it?

MF: To pick up on a finding like this was a real surprise considering, with the advancements in workforce management technologies, that some organisations are still relying on paperwork to manage their field service work and some are not collecting any management information at all. Not only are there immediate implications for, and restrictions on, the day-to-day management of the work in terms of efficiencies, scheduling and productivity, but if you don’t have a real-time understanding of what is happening, there is little scope to then apply this information and identify trends for longer term business planning.

With customer expectations at an all-time high, field service work has become increasingly mission-critical in terms of timing, skills and consequence. More organisations are beginning to recognise that they need to manage their work more efficiently and effectively and adopt intelligent scheduling which allocates the right technician to the right job. As a result we will see organisations move away from the traditional methods of data collection and look towards automated learning tools to accelerate this process.

FSN: The importance of measuring service performance and that you ‘cannot manage what you cannot measure’ is discussed in the report. What metrics should field service organisations use to measure service performance effectively?

MF: While some organisations aren’t collecting data at all, for those that do, time taken to complete a job, customer satisfaction and the number of jobs completed were the three main metrics used to measure field service performance. For most businesses, measuring and improving just three key metrics will offer meaningful and significant improvements so it’s fundamental that businesses chose the right three to keep an improvement project manageable and on track. The emergence of Performance Management Analytics (PMA) can help considerably in the measurement process. Such tools provide the visibility to analyse the productivity of a field service operation and showcase key metrics. These metrics can range from how often SLAs are met, total tasks completed, distance travelled and utilisation in terms of actual tasks completed against total time of the working day. This can be seen at an organisation, region, team or even individual level, allowing businesses to drill down to the areas of concern or opportunity and make the necessary changes.

FSN: The report states that the ability to make sense of ‘Big Data’ can make the difference between a business that is good enough and one that stands out from the pack. What hurdles do field service organisations face in tackling ‘Big Data’ and how can they overcome these?

MF: Due to the sheer scale of data being created in everything we do, field service organisations can be overwhelmed by the amount of information coming in from multiple sources, in various formats and through an array of tools. Our research found that around a third of field service managers believe that their organisation is ineffective at using the data they collect to make decisions and the main concern with using data from the field was the reliability of the information.

The key is to firstly use technology that you trust to provide you the data you need. The next step is cutting through the amount of data and identifying the trends and metrics that really make a difference to your operation. Starting with a benchmark is key so you can track improvements as you start to measure the impact of change. Using field service data correctly can give vital insight to field service managers in areas such as identifying the most productive performers and those which need training, determining how long job types take and predicting peaks and troughs in capacity based on previous trends.

FSN: You report that more than 90% of the change programmes rolled out by field service organisations in the last year improved their operations. What is the key to rolling out change well and how can other organisations achieve this?

MF: We’ve worked with a number of large organisations in the roll-out of very large programmes of change and organisations that implement change well, can be seen to do so because of the culture of their organisation, employee engagement and having the right processes and strategy in place. It is also of the utmost importance that change is driven by the Board of Directors and that they keep on top of it to ensure that all processes and people remained aligned with the set goals. I cannot stress enough the need to really engage the workforce in a technology roll-out. Organising workshops in order to educate them on a new technology is essential and will give them the opportunity to ask questions and understand the overall value attributed to change. Using a new technology can be daunting so providing that on-hand support after implementation is also, just as important.

FSN: What are the most important considerations when implementing new technology?

MF: Our research found that many field service managers still believe the most important factor in choosing new technology is ease of use. This was closely followed by integration into current systems. We know from the companies that we work with, that field service organisations are increasingly seeking modular, scalable and easy to integrate solutions that allow them to deliver on their business objectives and which they can easily roll out to employees, is easy to use and offers them an enhanced work experience.

Organisations that understand how to strategically leverage new and existing technologies stand to drive efficiencies, profits and improve their customer service. Some of the most important developments to look out for include integration of M2M, leveraging of mobile apps, profit-driven analytics and cloud-driven transformations.

FSN: You conclude your report with a section on ‘What the future holds for field service management’. In your opinion, what will be the most significant trend to shape the industry going forward?

MF: It is an exciting time for the field service industry as we’re seeing a different kind of field service worker emerge. Those entering the industry are more proficient with technology and tools and that is already having an impact on not only the increased adoption of mobility and apps but also the way in which we, as customers, are communicated with. Gamification is a developing step for this tech savvy workforce as it offers a more interactive, competitive environment for the mobile worker, increasing productivity. From a wider technology point of view I see M2M as having a significant effect on the industry with predictive and preventative maintenance growing to make up a significant proportion of service work; potentially with service companies taking the place of the customer as the instigator of a service visit, having been alerted to a potential issue by the machine or device they are going to fix – a huge step change for our industry.

Trimble are hosting a virtual summit on the Third of April which will be discussing this report and the industry at large and you can register for this event here 

Background

Travis Perkins plc is the UK’s largest supplier to the building and construction market, with a national network of more than 1,900 branches and annual turnover of £5 billion. The organisation is home to businesses including Travis Perkins, Wickes, BSS Industrual, Toolstation and Tile Giant, and has supplied building materials to the trade and home improvers for over 200 years.

The Travis Perkins Group uses Masternaut’s technology across its 3,000-strong commercial fleet.

Masternaut has been an integral part of the Group’s day-to-day fleet operations for some time. The telematics system is used across the fleet to improve fleet efficiency and customer service, cut costs and reduce emissions. Since using the technology, Travis Perkins has seen a reduction in fuel costs of over £1.4million to-date, a 70% daily reduction in vehicle idling, as well as reduced depot turnaround times from 45 minutes to an average 25 minutes.

The organisation is constantly looking for new ways to improve its performance across all divisions of the business.

The Group’s Transport department has implemented a number of initiatives to improve the safety of its drivers. One of these initiatives is the Driver of the Year award, an annual nationwide competition open to all drivers in all businesses across the Travis Perkins Group. The competition aims to identify and acknowledge the organisation’s safest driver. More recently, the company has introduced a Group-wide ‘Safer Roads’ policy to further improve driver safety awareness and identify drivers who require additional coaching.

Challenge

In order to introduce these initiatives, Travis Perkins needed a way to accurately monitor and record the behaviour of its drivers and determine those who are exhibiting the best driving performance across the group.

This information needed to be available in real-time, to promote and enable improved safety and driver awareness ‘on-the-job’, as well as being recorded in highly detailed retrospective reports. With thousands of drivers across the organisation involved in both initiatives, these reports needed to offer the functionality to drill down into individual driver performance, as well as providing top-level visibility into overall trends in order to develop ranked league tables.

The focus on safety awareness associated with the Safer Roads initiative meant that fleet and HR managers also required a system that could highlight individual driver habits, such as harsh braking, speeding or idling.

Solution

Working very closely with a Masternaut consultant, the Travis Perkins Group has developed both initiatives with the help of intelligence generated by Masternaut technology.

For the Driver of the Year award, a shortlist of suitable drivers is drawn from each Group business before benchmarking these drivers against each other during an intensive two-month monitoring period. This period relies heavily on Masternaut’s telematics systems to monitor each driver against set criteria in order to compare driver performance. Each criterion carries a certain weight, and Fleet and HR managers can modify the emphasis placed on a driver ‘event’, tailored to the particular business requirements of that business or Division.

Similarly, the Safer Roads initiative also uses data provided by Masternaut technology to identify drivers that show signs of requiring one-to-one coaching.

All information generated by Masternaut is transmitted from the vehicle in real-time, as well as being compiled into reports which are delivered back to the Group’s Head Office for full retrospective analysis.

Results

Together, the two initiatives have led to a significant increase in health and safety awareness and driving best practice across the Travis Perkins Group, and helping to improve the safety of the organisation’s drivers and other road users. Those exhibiting habits such as speeding, idling, harsh braking and accelerating are quickly identified so that the appropriate ‘on the road’ coaching sessions can be arranged with one of the Group’s 16 dedicated risk assessors.

As well as receiving formal coaching, drivers also receive real-time training via Masternaut’s in-cab light bar, which instantly alerts the driver when they need to alter what they are doing – whether they need to slow down or brake less harshly.

As a result, accident figures over the last 5 years have reduced.

Using Masternaut’s technology as the backbone for these initiatives also means that, where previously HR policies around driver safety monitoring and training were very siloed to particular divisions or areas of the business, the whole organisation now has one consistent, consolidated approach.

Commenting on the success of the partnership Richard Horton, Head of Transport Development, Travis Perkins said: 

“We have worked closely with Masternaut for a number of years, and the organisation has become an integral part of our business. And it’s not just our transport department that sees the benefits. We have seen tangible benefits across the whole of the organisation and direct impact on our bottom line, with significant cost savings year-on-year.

The ‘Driver of the Year’ and ‘Safer Roads’ are two examples of initiatives based on Masternaut’s technology which go way beyond straight forward vehicle tracking. The two initiatives are allowing us to raise awareness of driver safety, and the importance of responsible driving across the business – from HGVs through to light commercial vehicles.

Our drivers are not only more conscious of how they are performing behind the wheel, they’re motivated and incentivised. When the Driver of the Year award comes around each year there’s a great sense of healthy competition among the whole team – and that’s fantastic to see!”

Across the last couple of years there have been a number of recurring themes coming out of varying research projects looking at the field service industry.

One fact that is highly apparent is that whilst the global economy has steadied herself somewhat following the worldwide downturn in 2008, the field service industry, like most other industries is still feeling the effects of the decline. One poll conducted by the Aberdeen Group highlighted the two biggest market pressures were reduced customer spending alongside increasing resource costs.

These factors sitting alongside each other are major drivers for the need for companies to rethink how they structure their profit and loss sheets and shifting the service division from a cost centre to a profit centre is in some cases a sensible move to make, in others it is absolutely essential to secure a long term stable future.

Another recurring theme is that in general service standards appear to be falling. One report run by TomTom and TNS highlighted that 87% of Europeans suffered field service operatives turning up late to an appointment. Another report, this time based on research conducted by Cognito identified that 67% of UK consumers believe service has deteriorated within the last three years.

Is this decline in standards the result of strained resources due to lack of financial support? Or is it the result of the ‘connected consumer’, where through social media and the vast array of communication tools readily available via the internet the consumer is not only fully empowered to voice there dissatisfaction, but also have expectation levels raised beyond any previous standards? Likelihood is it is a combination of both, however if monetising service is a target, then a field service organisation delivering anything less than excellent service is likely to struggle to make the transition smoothly.

Yet at the same time the tools to improve field service standards, raising efficiency, lowering costs and improving productivity are not only becoming more sophisticated than ever before. Due to the impact of Cloud computing and the Software as a Service model they are also more easily available for even the smallest companies. The days of service management systems being available only to those organisations that could afford the initial capital expenditure are no more. Today, technology that can enable and empower the mobile workforce is accessible on even the most modest budgets.

With this in mind it would seem fool hardy for any company to not explore investing in the technology available that can facilitate the move from cost centre to profit centre (although whilst technology is a key factor, there are of course other more strategic and cultural considerations to be implemented too of course.)

However, as with anything in life it is not always feasible (or even sensible) to try to undertake a huge redevelopment of your service department in one go. It is important that you understand where you are today, where you want to be and then plot a sensible and achievable roadmap of how you are to get from one to the other.

There are a number of stages between your field service solution evolving from out-dated manual processes that eat up your companies time and money, to a fully automated, efficient and streamlined field service solution, that allows you to position your staff resources into the most optimal positions to allow you to harness and secure new and on-going revenue streams.

Broadly these evolutionary stages are as follows:

• Stage One: Basic Automation
• Stage Two: Extended Automation
• Stage Three: Integration
• Stage Four: Optimisation
• Stage Five: Decision support and effectiveness.

Whilst each companies path will be unique to them, it is good to have an understanding of each of these stages, so you can use them as sign posts on your own road map.

To give you further insight into these stages, Field Service News has compiled the white paper “The 5 Stages of Field Service Evolution”. This white paper, which is sponsored by Solarvista details each of these key stages, what they entail and what the benefits you will see at each level are, as well as further analysis of the state of the field service industry today, and the importance of moving from cost centre to profit centre.

To download your free copy of this important resource simply click this link and complete the very brief registration form.

In any number of forums, ranging from trade shows and conferences, to workshops, seminars and general consulting assignments, we are often asked the question: “What do Best Practices services organisations do differently from all others in order to attain that status?” The way we like to answer that question is with an explanation of why “less isn’t always more!”

In business – as in life itself – the best way of operating generally revolves around the concept of “less is more.” And, in most circumstances, this philosophy typically holds true. For example, less costs incurred with respect to operating a service center would certainly be a desired goal – as would less customer complaints, less customer system downtime, less technician time spent at the customer site, and so on.

However, Best Practices services organisations have learned, typically through experience, how to discern when a “less is more” approach is required, and when a “more is better” approach would be more desirable. There is a true distinction, and one that the Best Practices organisations have found they can literally “take to the bank!”

[quote]“Best Practices organisations have already learned that the best way to justify an investment is to measure how your performance has improved as a result.”

 

From research conducted over the past year, a number of factors stand out that truly differentiate Best Practices organisations from the general population. Contrary to conventional wisdom, Best Practices organisations do not necessarily face a different set of challenges than all others – they just deal with them more effectively. They don’t necessarily embark on a differing set of strategic actions than all others – they just apply more emphasis on some than they do on others. And they don’t necessarily utilise differing technologies and applications than all others – they just use them more pervasively and effectively.

Of course, it is not really just that simple. There is no doubt that Best Practices organisations generally have more resources available at their disposal than most others, and that they know how to use them better. But the story is actually much more complex than what may initially meet the eye. Let me explain …

First, most Best Practices organisations have already dealt with – and mostly successfully – the need to cut costs over the past several years. In addition, they have also taken steps to drive increased service revenues in the most recent timeframe. This is not to say that they have cut ALL costs, or that ALL potential revenue streams have been successfully cultivated; but, rather, that these issues are now fairly well under control among the leading organisations (i.e., as opposed to all others, many of which are still addressing these two issues as their number one and number two challenges). The advantage that Best Practices organisations have, as a result, is that they can focus more on other key strategic and tactical actions that will assure they stay ahead of the pack for some time to come.

Some examples of the primary means by which Best Practices organisations have dealt with cutting costs may include areas such as (1) restructuring the services organisation; (2) streamlining primary services processes, policies and procedures; (3) automating historically manual tasks and activities; and the like.

Examples of some of the more common means by which they may have driven increased service revenues include (1) implementation of a formal warranty and contract management solution; (2) deployment of mobile tools in support of the field force (e.g., to capture signatures and submit invoices at the customer site, etc.); (3) move toward the increased use of real-time data collection and exchange; etc.

Perhaps the greatest differentiator between Best Practices and all other services organisations is the following: Best Practices organisations typically know when they need to do “less”; and when they need to do “more.” However, the one key area where they are truly doing the “most” to maintain their status of Best Practices, is with respect to performance measurement.

In fact, Best Practices organisations are 20% more likely to utilise a formal set of Key Performance Indicators (KPIs) to measure their service operations and delivery performance than all others. In addition, they are also using up to a dozen – or more – targeted KPIs to routinely measure critical performance areas, and report the results – often in real time – to all relevant stakeholders (i.e., those on a “need to know” basis).

This is clearly an area where “more” is better than “less,” and one where Best Practices organisations have already learned that the best way to justify an investment is to measure how your performance has improved as a result.

For a more detailed analysis of what differentiates Best Practices organisations from all others, we invite you to download our White Paper entitled, “Best Practices Organisations Plan to Invest More – and Measure More – in 2014”, available through Field Services News here

The field service industry continues to evolve at pace. New technologies are constantly emerging which have the potential to change the industry as we know it.

At the same time we are seeing a huge cultural shift with many seeking to realign their service division from cost centre to profit centre. To help us keep up with these changes Field Service News has put together a panel of five field service industry experts and asked them each to share their insight on the industry today. First up is Ian Mapp, Director with Wyser Stewart...

What is the biggest driver for change in field service today?

Field service has always coped with constrained resources – in terms of manpower and investment in spare parts inventory - and the recent harsh economic times have been very tough for many, both OEMs and independent maintainers. Those now poised to grow have continued to invest through the downturn, particularly in skills development, and that will now enable them to out-compete others.

With no money to waste themselves, customers are more demanding in the standards they expect and less tolerant of poor performance. This has accelerated a trend already entrenched for a number of years. Plus, bad news travels further and faster than ever via social media. Equivalent stories about exceptionally good service (they do exist!) do not travel as far or as fast. Service organisations will have to learn to live in this unbalanced environment, obsess about quality and focus on protecting and communicating hard-won reputations. It as a discriminator when customers choose suppliers.

Which technology has had the biggest impact on the field service industry in the last 5 years?

In my opinion, it is all about the mobility revolution. Specifically, the intersection of two trends. The higher adoption of mobile devices by service organisations, and the explosive growth of smartphone usage amongst customers – 72% of the UK population according to a 2013 Deloitte survey, up 14% in just 10 months. The result of near ubiquitous use means more enthusiastic acceptance by technicians and engineers of a mobile device as an integral part of their everyday work. Maybe “grudging acceptance” is still more prevalent than “enthusiastic acceptance” in some organisations and industries!

Once upon a time, and not that long ago, mobile devices – typically ruggedised – were seen as the sign of a tech-savvy, forward-thinking service provider. Today, that has been turned on its head and organisations that do not deploy mobiles – more commonly consumer-grade or BYOD – are seen as laggards.

What is the most important consideration when moving from cost centre to profit centre? 

That’s simple. Independent maintainers are, by definition, driven by profitable service provision. For OEMs, the profits on after-sales services are frequently higher than products sales, and servitization has become an obvious strategy to maintain financial performance. For some it is a matter of survival and so it is a “no brainer”. The question becomes ‘how-to’ and not ‘whether-to’. Particularly as more product categories become commoditised, and manufacturers are unable to compete simply on product quality.

This is not the same as engineers being transformed into salespeople, as is often imagined. Many OEMs do not properly credit their service departments with revenue for their work. A notional accounting transfer is made, one that does not reflect the true commercial value. This gives a misleading impression of the service operation’s financial viability. Resolving this anomaly - to give an accurate baseline – and training service managers in financial disciplines are critical transformational steps.

Who is Ian Mapp...

Ian is a veteran of customer service - both in the provision of software applications and consultancy, and in actual service delivery. He has worked with companies large and small, both in the UK and internationally over 25 years. Presently, he is providing specialised customer service and customer experience consulting services to “people-powered” organisations through his company Wyser Stewart.

 

 

 

 

 

Alison Brindley, Operations Director of Bespoke Distribution Aviation, outlines what we should be demanding from our logistics partners to ensure field service divisions run smoothly...

In increasingly competitive markets, businesses that supply and fit parts as part of their service contracts have had to up their game and the successful ones are achieving this and reducing cost, whilst adding value to their customer proposition by paying particular attention to their aftersales service.

As part of the aftersales process, field service engineers need to make sure that they have all the tools and spares parts they need to respond when a customer needs them. Operating a lean supply chain can add value to your business with a logistics partnership and keep field service operations efficient by ensuring reduced inventory levels and stock holding. The dynamics of the delivery requirements within the supply chain range from a requirement to move freight quickly in the case of urgent requirements for immediate repair, and not so quickly for slower moving stock for regular services. The challenge is to streamline the supply chain into a simpler process while continuing to provide customers with a simple and efficient next day delivery. Moving the outline of your supply chain to a multi level, more dynamic solution, which utilises air and road express movements can achieve a slicker supply chain needed to make field service engineers more responsive.

Give your field service engineers greater flexibility

A streamlined supply chain supports field service operations at all times and ensures engineers are equipped with the spare parts they need to complete repairs to your customer’s service levels. Make sure when selecting a logistics company that they offer a flexible and rapid service, the best levels of IT reporting and inclusive client support.  One way of achieving this is through In-Night, same day delivery of parts, which ensures that spares are readily available from point of order through to final mile delivery in the shortest time frame possible.  Whether your main supply comes from a European Distribution Centre (EDC) or from a local regional parts centre, supply chain management is key to final mile delivery and therefore a successful Service Level to your customer.

Eliminate the need for multiple regional warehouses

A streamlined supply chain that connects mainland Europe into the UK and Ireland, provide early morning deliveries into service engineers and dealerships pre7 and reduce levels of inventory, provides an improved first time pick rate and speeds up the delivery of spare parts. Faster in-night air movement and bespoke ‘final mile’ solution means that they can access spares early morning the very next day giving a greater number of daily engineer fixes, improving Service Level Agreements and delivering benefits to your customer’s clients.

Think about reverse logistics and spare part returns

A company that offers a streamlined reverse logistics and returns solution can provide additional value for field service operations. The priority for field service engineers is having the repair made before considering a quick return. A reverse logistics service delivered as part of the wider supply chain delivery ensures that field service engineers have their repair made quickly on site, before returning the defect part back through the supply chain in the opposite direction. For customers who have an issue after the repair has been made where a resolve is required due to a warranty defect, your field service team will want to organise for the defect product to be shipped back to the manufacturer under warranty, tested, dismantled and repaired or recycled. By having the repair made first as part of a reverse logistics service, engineers save valuable time out in the field. Closing the returns loop, the return of spare parts is achieved whether under warranty or just as part of the recycling of parts, is as much a feature of a good supply chain management as the initial delivery.

Transparency of the supply chain enhances customer communication

After sales service managers need to be confident that spare parts will be with their field engineers when they need them. They require complete visibility of the supply chain and a strong communication from the logistics company, so they can be frequently updated as soon as the next status of their shipment is available. By having access to this information platform, and a pro-active customer service in the logistics company, they can maintain effective communication with the customer, keeping them up-to-date during every part of the service process. The ability to communicate with confidence makes all the difference to your customer’s perception of your business.

Getting the geographical coverage you need

Working in partnership with a good supply chain provider that can provide a strong geographical delivery presence is key to reducing inventory costs and yet still provides you with quick and easy access to spares.  A supply chain provider that has strategically positioned operating gateways across a broad area, and that enables you to benefit from both air freight and road express services, delivers a seamless distribution service straight into the field.

There are a lot of tools available to help make field service operations more streamlined, responsive and effective. The industry is benefitting from new mobile technology all the time but often the greatest advantage to a business operating in the field service arena is getting the right level of a lean supply chain. Complete visibility throughout the supply chain and same day, final mile delivery of spares are key to responsive field service and satisfied, happy customers.

Ian Davies, UK Country Manager for Motion Computing looks at the importance of GIS to the utilities field and what we need to consider if we are going to get it right...

The utility worker today

Within the UK, approximately 473,000 people are employed in energy and utilities and approximately 30% of them are mobile workers.  This is hardly surprising given that there are over 13,000 energy and utility locations.  But what is less widely known is that these employees, both in the office and out in the field, deliver some of the greatest added value to the UK economy, often far in excess of other sectors.

Consequently geospatial and GIS data is indispensable to utilities.  From the back office the data provides essential views and information about the service territory on which critical value-added decisions are made. Leveraging that data out to the field provides even greater benefits like streamlined regulatory compliance, operations and maintenance.  There is no real argument on whether or not to empower utility field crews with GIS – the question is how to empower them.

Technology has a key role to play in answering this question within the UK.  The energy and utilities sector is very capital intensive industry and much future success depends on its ability to adapt to new requirements through the introduction of new technologies. This is creating demand for skills at the intermediate level in terms of operation and maintenance - those roles most typically found “out in the field”.

The right tools for the job

So from a technological perspective, the right hardware and software will make a big difference on getting the most of utility field crews.  In order to select the right hardware and software, businesses must start by taking a look at how the utility worker performs his work.

For hardware, this is critical.  Mobile workflows vary greatly - what environment is the worker primarily in?   How remote are employees?  Can they rely on “an always connected” application, or do you need “store and forward”?  Do they need a higher amount of power, specific carrying case or a vehicle mount?  Is a barcode scanner or camera needed?  What operating system is needed to run all the software systems? Can data entered more easily with a keyboard, a stylus or by touch? How sensitive is the work being performed and what level of security is needed?

Among all these variables, there are some characteristics to a “typical” mobile workflow - the requirement of a mobile device that can be easily docked and undocked in a vehicle, easy to carry and use, but rugged enough for the field environment.     In addition, utility workers regularly use bar code scanners, RFID readers and magnetic stripe readers to complete their work.  Hardware will also need to include external battery chargers and wireless connectivity as well as run an operating system that supports the software.

That software also needs rigorous assessment.  It can have a huge impact on how the field worker actually works.  What features will truly enable field teams to get the most out of the GIS?  Is it intuitive, quick and simple to handle? Does it need large, frequent updates? Is it based on real world experience?  In addition to being easy to use on the front line, the application should provide automated data replication, have a seamless interface and deliver both high performance and configurability for the teams back at base.

Getting GIS right

Applied to GIS, this means better maintenance of assets that have a rapid and profound effect upon the bottom line of utility companies and can improve customer service quickly.  Utility assets are often very expensive and GIS can substantially increase the return on this investment.  As part of the business case to justify GIS - and secure these benefits - the right mobile tools are a powerful part of the optimal solution.

 Find out more about Motion Computing in the Field Service NEws Directory, Including product videos, news & features features.

 

In the third and final part of our exclusive interview with Telogis UK General Manager Sergio Barata, we find out what Sergio's thoughts are on the impact of smart phones on field service software and what he thinks is the next stage for the field service industry...

FSN: Given your such a fan of the iPhone, do you think that the consumerisation of mobile devices has led to a major shift in the design of the interfaces you and your competitors are designing?

SB: Telogis never really developed heavily in a Windows Mobile development - we just never felt it was right for us. Our belief was that these things would take care of themselves.

There were companies that would have 20 engineers just developing an environment [for Windows mobile]. We just felt that this was never a model we could get behind, however, we were always happy to partner and integrate and take a more open approach.

Now with the newer iOS and Android systems we can take advantage of the situation and have some pretty compelling technologies. Just downloading an application and updating it now is completely seamless whereas previously companies had to throw thousands of pounds at project management to get an update out to the field. So we are big believers in what’s happening with the mobile handsets and tablets. 

FSN: What is the biggest trend in solutions that you are seeing come to the market? What are your clients most commonly looking for today that they weren’t asking for two years ago?

SB: Today the market is asking for our platform. Two years ago we were pushing a platform and the benefits because we believed it was the right way forward, even though the market wasn’t necessarily asking for it. There were some organisations that were interested in that conversation - today we are finding that most of the market is asking for it.

One objection I have heard on a number of occasions is why would I deny the company the opportunity to have best of breed in all particular elements?

That’s an interesting discussion in that a large part of our platform, if you took it individually, is best of breed anyway. ABI Research last summer rated us as the most innovative telematics solution you can buy anywhere today. Even if we ranked third or fourth in each of those disciplines, it’s all about leveraging the data that each investment creates, rather than the sum of each of those pieces.

Now customers know what they are trying to achieve and ask us to present our platform. Often they may have a requirement for one of the elements, but it is now a very easy conversation to show the benefits of the whole holistic approach.

FSN: What do you think the next biggest technological advancement in field service will be?

SB: I think that bringing more Big Data to the field service individual, to the actual agent, is something we will see. I have seen it with driver behaviour for example. The traditional driver behaviour solution is that you put a unit in my vehicle, I drive and if I violate the rules then my line manager prints it out, confronts me and then hopefully I improve.

We have a solution called Telogis Coach, which has all of those same elements but does it in a very non-confrontational way.  It gets the driver to buy into the process through a portal on his phone, which just creates a different dynamic and environment for him to digest the information. I personally think treating agents in this way will engage them more positively.

People are ready for more information as long as it is done in a way that the employee can say, “okay this is positive, it’s not big-brother, they’re not policing me”. The trends towards more efficiency will probably add more benefits for the agents as well, whether profit sharing or incentives.

FSN: What is the biggest difference between when you started in the industry and today?

SB: I think the biggest difference between when I started and today is now we have new devices and tools to deliver the level of information required, which along with more platforms mean you can bring more and increasingly diverse data together and interpret it better. As a result we are seeing greater understanding both from agents working in the field and in the central offices alike, helping organisations work smarter and better.

Missed the first parts of this interview? Find part one here and part two here

Want to learn more about Telogis? Find more news, features, videos and resources in the Field Service News directory 

 

Background: Exel Computer Systems

The developing service industry requires improved quality through constant adaption.

Exel Computer Systems has brought increasingly sophisticated technology into the Service Management arena providing Software and expertise. There is no doubt that with skilled support, this technology will drive significant innovation into thought-leading organisations such as Triton Showers, who are prepared to open their minds to new ways of working and effectively use technological innovation. More than ten years ago Triton Showers realised that to be successful as a service-led business they had to be more agile and ready to adapt to the rapidly changing industry environment they faced.

To derive significant success from technological developments requires more than good luck, and unless companies are prepared to invest sufficient money, time and energy into getting it right, success will not follow. Most importantly the need to invest in the right staff, with the right training, equipment and business tools. But just as important is the need to join forces with a supplier who has made significant investment in developing leading-edge Service Software and can show innovation in the solution. Providing such an excellent product to a skilled workforce can bring to the industry leading edge skills, cost effective and excellent delivery, and set standards in the Industry.

Background: Triton Showers

Triton Showers has been producing high quality products since its inception in 1975, and is now one of the largest and best known in the field in the UK. In that time the company has invested in technological solutions and unwaveringly on recruiting high calibre staff to provide their customers with the best customer service possible. In addition to their success in future-proofing the technological aspects of their software solution by working closely with their software supplier and partner, they have been able to take advantage of the growing familiarity and acceptance of the technology by all their staff across  the business, to help their staff understand the needs and skills required of their new roles.

Like many other businesses over this time, Triton Showers has had to cope with a number of key changes including a shift from client-based solutions to browser-based, and from hardware-specific solutions into platform and product-independent solutions. Exel Computer Systems has incorporated all of these into their Eagle Field Service solution, taking in their stride the acceleration of technological development, the rapid and significant convergence of 'Mobile Communications', 'Browser-based software' and 'The Cloud' to keep abreast of technology, devices and software solutions across their customer's business. Triton Showers has grasped the opportunity to work with a very modern leading-edge supplier, critical in this complex environment to ensure the quality of the solution and the speed of implementation.

Preparing for the Journey

The service industry has developed markedly over the last 10 years, and Triton Showers has been at the forefront of this development; introducing a sophisticated call-centre supported by the latest scheduling and despatching software, as well as a comprehensive financial package. In the last three years, investing in developing and securing a powerful solution provided and supported by their highly skilled partner Exel, they have significantly updated their software solution onto one of the most modern platforms.

Most recently, Triton Showers have invested in mobile CRM and customer self-help mechanisms, as it has become obvious that the customer wants to use this form of communication. The key customer requirements across the industry are:

• immediate response time
• 24x7 access to self help to resolve issues themselves
• access to an engineer on line or in a forum or chat room

What has been Key to Triton Shower's success?

Working closely with Exel has provided them with a partner that has not only supplied the required Software to take the business into the future, but helped them to identify the most important profit levers within their business:

• Move from  cost-cutting to technology-driven process improvement and focus on customers
• Recognise that culture change within the organisation and across society is having more impact than specific technology devices, as the devices become more readily assimilated into the day-to-day environment
• Staff understanding the changes they have to make in their role as a result of the latest software and hardware solution
• Helping their staff at all levels to work differently, to deal with the local environment within the changing big picture.

The Challenge

Introducing a new software solution and associated hardware requires process change, so from the start there was a requirement that support staff understand the changes necessary in their role. The staff needed to accept that processes would be different and it was beneficial to get the processes stable and tested as soon as possible within the new solution:  They would have to see the big picture of the business process as well as demonstrate a local understanding.

Triton Showers has also recognised that the consumer market in which they work has changed its attitude towards the sovereignty of the customer, and that a significant shift of mind-set within the customer requires Triton Showers to work very differently, at all levels, to maintain control.

Historically, the quality of service was delivered contractually through service level agreements, ensuring the supplier would deliver within certain parameters. The agreement would be with the individual customer and not normally visible to anyone else, with the advent of Facebook, Linked-in and Twitter this situation has changed completely, and producing a very confused picture engendering significant potential for mis-communication, putting considerable pressure onto the supplier.  Included with this is the ability for the customer to broadcast their opinion of the service they have received.

The supplier has to have much better access to the customer experience through varied and reliable sources of information, including mobile CRM, so that data can be automatically collected by the hardware and software carried by the engineer, freeing the engineer to focus on fixing the customer, confident that all the data is captured correctly.  The engineer has to be trained and given the responsibility to gather customer information, through effective listening and good questioning. The engineer cannot allocate any more time to the customer, so information gathering has to be done during the fix (including up-grading customer value, providing new value and understanding issues facing the customer, their changing needs and if possible consulting on the customer’s processes to better serve them next time).

Supplier support and added value

Working closely and confidently with their software supplier, Triton Showers were able to significantly develop their customer interaction process to facilitate the capture of required information, to build up a picture of the customer in order to better respond to their needs and reduce the cost of provision while improving the quality.  In addition Eagle Field Service provided effective future-proofing to:

• Accommodate changes in technology, particularly the impact of mobile connectivity
• Deal with the growing impact of Social Media in the Business to Consumer (B2C) environment
• Ensure that Triton Showers work-force were  more comfortable with the modern platform format that Eagle could provide, in particular delivering a mobile CRM capability
• Develop the solution with Exel to provide an on-going, workable and stable solution

Conclusion

Service Manager, Graham Neve, has found working with the Exel team has considerably broadened the business calibre of his service team.  Working with Exel helped the staff at all levels in the business to understand the changes required in their role as a result of the solution, improving the way they communicate with the customer.

He believes Triton Showers are in a much stronger position thanks to their implementation of Eagle Field Service and the support received from Exel.

Find out more about Exel Computer Systems including videos, white papers and news in the Field Service News directory here