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In the first part of this two part feature Glyn Dodd, Managing director of Centrex Services discussed how with the current economic business pressure, reducing costs in the service management supply chain without compromising customer satisfaction is a challenge which must be faced head on...

Now in the concluding part of this feature Glyn outlines why Big Data isn’t the answer to solve all the service management industries issues, why failure is a good thing, and why true Business Intelligence is perhaps the key to unlocking a successful future for service management…

Big data is not the answer

The final element of deriving complete business intelligence is the data. The arrival of complex data analytics may seem to be the answer to such issues, but I believe that the data alone is not enough to improve the current state of the service supply chain.

There is a widely held belief that generating ever increasing amounts of data is the answer to all our service supply chain needs, but alone it is irrelevant if not turned into useful information. It’s the business intelligence transforming this into relevant information which is vital for the creation of an efficient, integrated service supply chain, abolishing the silos that plague the current model.

Companies such as Centrex Services source business intelligence from reason code data and apply a layer of diagnostics. The codes detail the circumstances that have caused the code to be raised and the associated completion code. Rather than just documenting each code and applying the same reasoning to each circumstance, the business identifies repetitive causes and designs a solution to resolve the issue, without it reoccurring.

This intelligence was applied when we identified a recurring problem on the point of sale system at a fast food outlet. A plastic part of the POS hardware was continuing to break, causing the same reason code in the majority of the support calls. When the business analysed the fault, they found the operators were leaning on the part of this hardware during use. The plastic was simply not robust enough. By tooling a metal replacement part, the problem was resolved permanently.

Delivering customer satisfaction is a critical part of any business and deriving intelligence plays a large part in the experience. Diagnostics of reason codes is therefore vital, yet many do not see the long term benefits which have an adverse affect on customer satisfaction within the service supply chain.

If businesses diagnose the reason codes, business intelligence can be created, which in turn can be used to offer improved SLA’s, rather than accepting a failure rate.

Why should we plan to fail?

In addition to the people, processes and data, the service supply chain is heavily reliant on service level agreements. We need to  question the current ethos in place throughout the service supply chain, claiming some companies are in fact preparing for failure.

There are circumstances where SLA’s are not being met as a direct result of people and processes being deployed without applying context to the data which has been sourced. I also question why SLA agreements are being signed allowing up to a 15 per cent failure rate when the deployment of business intelligence can realistically create a network in which success is inevitable.

The need for such change was identified in a business intelligence not utilising business intelligence, which resulted in an SLA being missed.

A client of ours works closely with a very well known American diner chain and have in place an agreement which states once a call has been made to report a technical fault, there must be a field-service engineer on-site to resolve the issue within four hours.

The issue here was, these calls can come in at any time of the day and the mentality was that the SLA must be met at all costs. So, when a call reporting faulty point of sales systems was placed at 1.00pm, processes were set in motion to guarantee an engineer was on-site by 5.00pm.

However, once they arrived, they were turned away, as the restaurant was unable to accommodate the work during their busiest period as this would result in a decline in productivity which in turn can lead to a loss of custom. Ultimately, the SLA was not met.

This demonstrates just how vital it is that the service supply chain changes, as had business intelligence been utilised, there is no way an engineer would have been sent to a restaurant during such a busy time.

Business intelligence is the future

Efficient communication, processes and correct analytics provides the business intelligence needed to simplify the fragmented supply chain. Simplification leads to more efficient service delivery, guaranteed SLA’s, greater customer satisfaction and ultimately transforms the service supply chain for competitive advantage.

Now is the time for senior decision makers to challenge all elements of the chain; without constant innovation and new thinking the industry will continue to be perceived as a laggard – a disparate set of fragmented, commoditised services that fail to meet the required standard.

 

 

 

Introduction

Founded in 2002, Cambridge Cognition develops and commercialises computerised neuropsychological tests. The company's proprietary technology platform, known as CANTAB®, the Cambridge Neuropsychological Test Automated Battery, is based on 25 tests and is now a market leader in two key segments: pharmaceutical clinical trials and academic research. This competitive edge is rooted in the extensive scientific validation of the test battery - unparalleled by others in the field.

These tests not only aid scientists around the world with active research into cognition but also assist pharmaceutical companies conducting clinical trials in order to understand the cognitive effects of drugs, especially in treating conditions like Alzheimer’s, Parkinson’s, schizophrenia, depression and ADHD. The majority of the world's top twenty pharmaceutical companies are Cambridge Cognition clients

The challenge

The CANTAB battery of tests is based on touch-screen technology to deliver rapid, non-invasive cognitive assessment, in the field and in laboratories. Up until 2010, Cambridge Cognition used a tablet PC with a resistive touch screen.

Due to the sensitive nature of the tests it is vital to maintain high performance standards for hardware.  Simple 1-to-1 replacement using different technology is not possible without extensive cross-validation.

Louise Ward, Logistics Manager, Cambridge Cognition explains: “Two critical factors must be borne in mind when it comes to the testing we carry out.  Firstly, testing may run over several years and throughout that period we need consistency to meaningfully compare data

“Secondly we cannot tolerate any degradation in performance of the hardware.  Our tests deal in millisecond reaction times as patients react to on-screen stimuli.  We simply cannot have any variation in results caused by the technology itself.”

The solution

As a CamTech customer since 2004, Cambridge Cognition turned to the systems integrator to specify a new solution based on the more stable capacitive touch screen technology.  Based on this requirement, as well as the form factor of the legacy hardware platform and the Windows basis of the Cambridge Cognition software, CamTech specified the Motion J-series.

In late 2010 Cambridge Cognition adopted the Motion J3500 and has since deployed around 700 units across the globe.

Weighing just 3.6lbs and coated in shock dampening rubber, the J3500 features:

• Capacitive Dual Touch display options for both finger and digitizer pen input
• An outdoor viewable 12.1” AFFS + LED backlight, screen available with View Anywhere or Gorilla® Glass for increased display damage resistance
• MIL-STD-810G and IP52 ratings for ruggedisation
• Hot-swappable dual batteries that can deliver virtually uninterrupted performance
• Industry leading anti-theft security technology suite
• A complete range of peripherals including a battery charger, FlexDock and attachable, spill-resistant mobile keyboard[/unordered_list] 

Because of the need for such high levels of accuracy, Cambridge Cognition subjects the J3500 to sophisticated in-house testing, backed by extensive user training.  The units are monitored and controls are in place to ensure consistency on a given unit throughout its lifetime.

Louise continues: “As a result of our evaluation of the hardware itself, we have realised that the J3500 and Motion have yielded additional benefits alongside the capacitive touch screen. Our users have fed back that the extensive battery life and the double battery capacity has enabled a lot more freedom in their work.”

“In addition the level of ruggedisation has been critical in ensuring the units perform as they should right across the globe.  The presence of two USB ports has also been a key factor in improving use out in the field as tests can be backed up to portable storage devices and our academic users can use software keys stored on USB sticks.”

“Even the more considered pace of upgrades to the units works in our favour as we need time to develop validation, training and support.  In this regard as well as during times when we need technical support our links to Motion and CamTech have been invaluable.”

Looking to the future, Cambridge Cognition is set to explore the options presented by the new J3600. One of the main benefits that this evolution in the J-series offers is that it is fully compatible with the J3500 and all associated peripherals.  This not only ensures continuity of testing but also protects the investment made so far.

Louise concludes: “We have some of the most demanding expectations of the technology we use and the J3500 has met them and in some cases exceeded them. We look forward to continuing our relationship with Motion and CamTech.”

For field service organisations looking to augment their end-to-end service management offering, there’s a range of innovative technologies that can make a real difference. We’ve already seen technologies such as cloud, mobile, social media and self-service start to extend the capabilities of field operation, however one that has had less focus until now is the increasing use of web chat.

Field service operations have traditionally struggled to unite two key elements – the technical expertise of their field-based engineers with the availability of their service desks. Not surprisingly, engineers are always busy – either travelling to a customer location or already engaged onsite.

Now with multi-way web chat, however, it is possible to bring field engineers and the service desk together. Service agents can now bring other experts from any department into their customer conversations, and – through mobiles and customer service apps – bring in field-based engineers from any location.

Web chat is one of the most rapidly growing channels – particularly among younger customers. As well as providing an additional channel for customers to check for updates and advice from the service desk, chat is now set to play an increasingly important role within field service management.

Examples of how chat can be put to work include helping field staff to exchange best practice, and also connecting customers directly to field staff to speed resolution.

Chat can enable direct communications between field staff, allowing them to use mobile devices such as smartphones or tablets to create conversation threads to share knowledge on recent issues and exchange resolution tips.

Chat can also be put to use as part of an integrated customer service approach. When clients are speaking to a service desk agent and need further assistance, the agent can quickly open up a 3-way chat session with the appropriate expert field service engineer. Often client issues can be resolved in this way without the field service professional actually needing to visit the client site.

For organisations looking to add chat to their service management portfolio, it’s important to look for solutions that can extend the value of their existing systems approach. Key functionality should include the ability for service centre agents to conduct multiple chats, chat conferencing, as well as the ability to integrate with knowledge bases and FAQs.

While chat can be deployed on a standalone basis, it delivers optimum value as part of broader multi-channel universal queue approach – ideally accessible from the service desk via a streamlined service agent desktop. Implemented correctly, chat increases choice for customers, and opens up the opportunity to link directly with service experts who can resolve client requests quickly and cost-effectively.

Field Service News is pleased to bring you the first in our new monthly series of podcasts. In this first instalment we speak to Colin Brown Managing Director of  Tesseract Software. We ask Colin how the industry has changed since he first started Tesseract over a quarter of a century ago, how service management software has evolved and how the needs of service managers has changed dramatically over time as well.

With Tesseract having been one of the first Field Service companies to fully embrace a SaaS solution we also take the opportunity to put some big questions about the suitability of the cloud for field service software to him, including:

• Is the cloud/SaaS secure enough?
• How can I make sure that this new SaaS provider is legitimate?
• What about areas where there is no mobile internet?
• Is SaaS suitable for all types of company?

To hear the full interview and see how colin responds to these questions plus many more click the button below and complete the brief registration to download the podcast for free!

Download the full podcast now!

Managing a field service operation in today’s marketplace is not an easy feat and there are many barriers that need to be overcome and steps that need to be taken in order to execute a perfect workday. Trimble FSM's Mark Forrest explains how this can be achieved. 

With customer expectations at an all-time high, the pressure to deliver the best service performance has never been higher and it is a clear objective for any field service company that wants to remain competitive. However, budget constraints have led businesses having to achieve service excellence with fewer resources, resulting in meeting SLA Commitments, providing short appointment windows and ensuring the ‘first time fix’ that much harder to achieve.

When it comes to managing a field operation and achieving the perfect workday, it is often supposed that knowing each vehicle’s position would be at the heart of the solution. However, it isn’t where the vehicles are that’s important, its where the engineer or field service worker is and what they are doing that is of paramount concern, as ultimately they are the ones providing the service to the end customer.

So executing  a ‘perfect’ mobile workday may be a rarity as field service workers are regularly faced with obstacles often out of their control. For example, jobs may overrun as they turn out to be more complicated than first thought, emergency work may come in which changes the day’s schedule or traffic congestion and vehicle breakdown can cause delays or failure to meet an appointment. Additionally, with workers calling in sick, starting late or getting lost; all these factors can impact adversely on the productivity of the workforce. With much field-based work becoming increasingly mission-critical in terms of timing, skills and consequence more importantly than ever companies need to ensure that their field service is not derailed by unpredictable dynamics of the working day.

Achieve your perfect work schedule

In a recent survey by The Service Council, nearly half of organisations highlighted their interest in broader investments in field service in the next 12-24 months[1]. Developments in Work Management technologies, for field services, have come to the fore as solutions able to transform the way in which work is performed, through intelligent scheduling tools and advanced performance analytics. This capability provides the stepping stones needed to help organisations measure, manage and improve their operations through optimising resources, offering real-time visibility and monitoring and giving warning of tasks at risk or showing the impact of work allocation decisions.

Such capabilities helps to increase the profitability of service delivery as it allows the field service manager to schedule tasks to meet SLAs, produce efficient routes to reduce travel time, fuel costs and overtime and ensures work is only given to those with the right skills.

Many organisations schedule tasks based on a technician’s allocated territory, however selecting the most knowledgeable technician, or one who has the right tools or parts in their vehicle, is also crucial. More and more organisations are beginning to realise the value of ‘intelligent scheduling’ - incorporating technician knowledge, parts availability, and capacity into their scheduling processes to ensure that the technician arriving on site is actually the person who can resolve the customer’s issue first time. AberdeenGroup[2] found that intelligence is at the heart of scheduling with over half of organisations using service performance data to evaluate the effectiveness of scheduling criteria.

Self-learner tools help with intelligent scheduling. They incorporate an algorithm that quickly learns preferences for each mobile worker and will allocate tasks accordingly. This includes geography (which mobile workers normally service particular areas) and skill (learns what skills mobile workers have and to what degree they are qualified to do particular types of work).The first step to managing productivity requires field service managers to get the right people with the right skills with the right assets to the right place within a set time and the self-learner tool significantly helps in achieving this.

Optimise productivity to achieve quality of service through greater business intelligence

It is important to remember that technology is purely an enabler and measuring the effectiveness of technology is just as important as the initial install. It is the management information and performance management analysis and how this is used that is fundamental in meeting business targets. A survey by the Service Council confirmed that performance management and visibility was a major area of concern in field service. Reassuringly, developments in workforce management technology have begun to offer a solution to these concerns.

Performance Management Analytics (PMA) provides field service managers with the visibility to analyse the productivity of their fleet operations. For example, scheduling statistics for individual workers can be recorded from the start of the day and compared with the position at the end of the day. Based on actual location data, easily digestible performance reports can be generated and customised to showcase the key metrics of a field operation. These can range from if the quality of service has been met/failed, utilisation (total time vs. time spent on tasks), efficiency (actual vs. estimated task duration), total tasks completed, total fuel usage and total distance travelled.

By adopting PMA the field service manager is provided with the visibility to identify what is preventing the company from doing more jobs and able to identify gaps in the working day where mobile workers could be utilised elsewhere.

An additional capability of the technology is that it provides the field service manager with the ability to learn from day-to-day experiences. Data can be collected about the trends in the field, the type of jobs that overrun, the number of commitments met and the performance of individual and groups of service workers. If, for example, a service worker takes 40 minutes for a particular task whereas the average for others is two hours, then is that worker cutting corners or are they simply an outstanding employee? Conversely, if taking two hours as opposed to 40 minutes then do they need additional training?

Such integration not only ensures that all relevant stakeholders across different business units have the salient information they need to manage the daily performance of the organisation, but the performance analysis also helps feed into strategic business planning on targets, budgets and resourcing.

Ultimately, the capabilities provided by Work Management technologies overcomes the business challenges field service companies have been faced with for years. How do I know what is really happening in my field service operations? How do I know that what my workers say they are doing is true? How can I get more jobs done per day? What prevents me from doing more work? How good is the quality of service? How effectively are resources being met? Taking a holistic approach across field operations and obtaining visibility into the work in its entirety is essential and the business intelligence provided by Work Management technology achieves this, suggesting that the old adage of ‘you cannot manage what you cannot measure’ certainly rings true.

To find out how to achieve your perfect workday, demonstration videos are available, featuring Aubrey Fox, Work Management Product Manager for Trimble Field Service Management:

Performance Analytics - http://www.youtube.com/embed/bIjrXqG60KE

Scheduling and Optimisation - http://www.youtube.com/embed/cFO__9_IK-g

Do you ever stop and think that the technologies that are now commonplace in the field service industry seem to be lifted straight from the pages of Star Trek creator Gene Roddenberry’s notebooks?

Certainly modern smart phones are on a par with the communicator devices found on the Enterprise, and now we are seeing the replicator come to life in the guise of additive (or 3D) printing. But what exactly is 3D printing, how does it work and what can it mean to field service?

3D printing 101:

As with most technologies, the background of 3D printing actually dates back much farther than it would appear at first glance. The first origins of the technology stretch back over 40 years to the late 70’s although the first working 3D printer is credited to Chuck Hall of 3D systems back in 1984. However, it wasn’t until the turn of the century that we began to see the technology finally become a commercial reality and since then there has been large growth in the sale of 3D printers as their price has become more and more accessible. In fact the 2012 figures put the market at $2.2 billion worldwide, an increase of 29% year on year.

The process itself involves making a three dimensional solid object, which can be virtually any shape from a digital model created using computer aided design (CAD) software.  In simplistic terms this is achieved by laying successive layers of material on top of each other. Essentially this is where 3D printing differs from all other forms of manufacturing, in that traditional methods start with a block and then subtract material until it is the right shape, in 3D printing you start with nothing and then add layers (hence the alternative name of additive printing) of material to build your product.

Within the last few years we have seen the techniques used in 3D printing (of which there are now many variations)  leap forward and products as diverse as clothing, turbine parts and even chocolates can now be created via a 3D printer.

3D Printing in the mainstream:

With the 3D printing industry now on set to explode into a fully-fledged mainstream industry we are seeing a number of companies now entering the market with home based 3D printers, most of which tend to look like a high end coffee machine and are available from anything for £500 to £3,000. In fact the market place is already becoming crowded with specialist makers such as MakerBot, Ultimaker and Cubify all competing with a variety of models, and surely it is only time before we start seeing bigger brands like Motorola or Sony enter the market place as well.

At the other end of the scale, there are companies like Makerbot parent Stratasys, a 3D printing company formed way back in 1989,  that offer 3D production facilities able to create specialist parts that capable of being both durable and intricate enough to be used in industries such as Automotive, Commercial Manufacturing and Aerospace.

Another big benefits of the additive process is that unlike traditional manufacturing of parts where the production run of a small number of a specific part is often simply uneconomical, the cost of manufacturing each individual part remains constant  regardless of the size of production run. This means that one off manufacturing of a part is now a completely feasible concept financially.

Also with any technology or as the market grows, so does competition, which in turn drives performance. Perhaps the most significant and dramatic improvement we have seen as a result of growing competition in this space is the speed in which the actual printing process is now completed. I remember seeing 3D printing for the first time just a couple of years back and whilst the end result was undoubtedly impressive it was still a relatively slow process. Today we are seeing print speeds of under 15 minutes for smaller to medium sized pieces.

So what does this mean to field service?

Well for a start lets take the two sides of the industry discussed... In home 3D printing,  we have seen a drive for smaller, more mobile printers and in industrial 3D printing we are seeing materials such as metals and high performance thermo plastics being used to create parts durable enough to have genuine commercial applications. Surely it is just a matter of time before we see these two elements converge to give us portable manufacturing capabilities?

In the not to distant future could we see field service engineers arrive on site identify which parts of a product need replacing and simply head into the back of the van, upload the specifications and print the part they need? With no need to wait for the parts to be firstly ordered and secondly delivered, we would be seeing first time fix rates soar.

How about we combine this technology with another emerging technology namely machine to machine (M2M) diagnostics.  Rolls Royce jumbo jet engines for example are already self monitoring, where the engine itself has it’s own built in computer system that relays information to their field staff.

It does not require a huge leap of  imagination to take this a step further... As soon as the engine’s computer reports a minor fault in one of it’s components it transmits this information to a local field team waiting at it’s next scheduled landing destination. The required part is then printed automatically on site thus allowing the field service engineer to quickly fix the issue with the freshly printed required replacement part ready to hand. An interesting concept isn't it?

Whilst the technology is still perhaps a few years away from being perfected to these levels of sophistication, it would seem that 3D printing could genuinely live up to it’s reputation of being the second industrial revolution and it’s impact on field service could indeed be quite spectacular.

 

 

Gain a mobile edge

To get maximum value from your enterprise asset management (EAM) solution, your technicians need full access to your system anyplace, any time. Of course, some tasks can be completed while sitting at a desk,but some of the most important and valuable asset management tasks need to be done in the field, where many critical assets are located. Mobile access to EAM gives your maintenance and asset management professionals the information they need where they need it the most—at the point of performance.

Infor™ EAM customers can now get easy mobile access on the Apple™ iPad® platform to improve the efficiency and effectiveness of asset management personnel who work in the field with Infor EAM Mobile for iPad.

Empower field service

Infor EAM Mobile for iPad extends the value of Infor EAM to field service workers, as well as to managers,clerks, and schedulers who are connected directly to the solution. Technicians working remotely get the functions they need to access, capture, and manage information from the job site.

You’ll improve accuracy, deliver better service, and manage assets more efficiently when your field service team can record as they work rather than waiting to document work after the fact. Infor EAM Mobile for iPad enriches the communications link between the field and the office, so that you and your field service workers can assign, perform, and record activities and ad hoc work orders from the work site, anytime, anywhere.

Streamline asset management using your iPad The popularity and effortless usability of the iPad means even the most inexperienced user gets quick, simple access to all necessary information from your Infor EAM system. Because Infor EAM Mobile for iPad is a standards-based solution, you can implement it straight out of the box or easily configure it to meet every user’s unique requirements. And by relying on the iPad for access, you’re not constrained to the costs and limitations of proprietary hardware solutions.

The rich functionality of Infor EAM Mobile for iPad delivers:

Work order management: Users can download work orders directly from the database and then assign or re-assign those work orders to the appropriate individual. Infor EAM Mobile users can view their assigned activities and access work order history and asset information to facilitate diagnosis and repair. They can also issue and return parts, book labor hours, view documents, and add images to the work order for future reference. Users can create personalized to-do lists that include the specific details for a task. When workers have completed the task, they can close the order, include comments and closing codes, and even upload pictures. With Infor EAM Mobile for iPad, it’s simple to book and capture labor information accurately using start, stop, and pause controls, and you can print work order reports just as easily.

Improved usability: Using the iPad’s FaceTime™ video conferencing app, workers in the field can consult directly with workers in other locations to solve issues quickly. Workers can use iPad mapping software to view exactly where assets are located and find driving directions.

21 CFR 11 support: To simplify compliance with government regulations such as 21CFR 11, Infor EAM Mobile delivers record-locking and electronic signature capabilities using the iPad. You can remotely conduct validations, change work order status, obtain electronic signatures, and run authentications.

Asset tracking: Workers can view all equipment on a map, consult the full history of the equipment, and see all relevant documents. Infor EAM Mobile for iPad also supports the Infor EAM asset inventory process.

Inspections: Users get a list of inspection points, which improves the overall efficiency and thoroughness of the inspection process. After completing the inspection, mobile users can enter the results into Infor EAM Mobile for iPad’s inspection result-entry lines.

Configuration: Administrators can create, configure, and consolidate prompts for simplified deployment and reduced support costs. Screens can be configured by hiding and arranging fields, making certain fields mandatory, and setting up default values. Unique user profiles identify what data to synchronize to a specific handheld device, which equipment to include, what and how much history to store, and numerous other  import and security rules.

Business-specific mobile processes: You get the tools to create new business-specific mobile processes to support your unique business requirements. You can create processes from within the Infor EAM environment, then configure and deploy those processes to the mobile device for immediate use by the field workforce.

Synchronization: You get support for two-way, real-time exchange of data between mobile devices and the central Infor EAM database. Each time a user transmits data from an iPad to the database, the entire system is updated and a return transmission updates the data on the handheld device.

Because Infor EAM Mobile for iPad is an Infor solution, every time a change is made to your core EAM solution, that change is automatically added to your mobile solution—no middleware is required.

Build productivity

Infor EAM Mobile for iPad delivers a state-of-the-art, cost-effective, mobile computing infrastructure on an easy to use consumer device. With Infor EAM Mobile for iPad, you can:

• Allow mobile workers to record as they work, rather than recording work after the fact
• Automate work order tasks and requests for labor, saving up to 20% on associated labor cost
• Improve response time and avoid unnecessary travel

As a result, you get better decision-making and productivity in the field, and a quick return on investment.

With the current economic business pressure, reducing costs in the service management supply chain without compromising customer satisfaction is a challenge which must be faced head on. Glyn Dodd, Managing Director of Centrex Services explains why...

Facing the challenge...

Managing this balancing act requires business intelligence, which refers to the applications, tools, infrastructure and best practices which enable raw data to be transformed into significant information, and as such can be utilised to improve outdated processes in the service management arena.

Sadly, the current service supply chain model does not use business intelligence, but relies on a silo system, in which each area of the network, namely diagnostics and scheduling, parts, logistics, field service and repair, is run by a separate company.

Although the majority of companies working within the service supply chain use this silo model, there are major pitfalls to doing so which seem to be overlooked by the decision makers which strategically drive the agenda.

Quite simply, these are issues that cannot be overlooked in modern service management.

We know the service supply chain model has been working inefficiently, with separate entities running each sector of the network. Unsurprisingly, the communication between these areas is often found lacking, as an issue which the diagnostics team are unable to resolve is simply passed on to the next stage, when in reality it may not have been necessary to do so.

The current model invariably results in the deployment of field service engineers, regardless of the scale of the problem, due to a lack of business intelligence. The cost-effectiveness of such a system must therefore be scrutinised.

There are three key elements to the service supply chain which transcend each of the five silos. By studying the people, processes and data which unite to create the service supply chain, while simultaneously identifying the inefficiencies within these silos, each element can be challenged. Ultimately, this will culminate in a far more efficient network.

Correctly skilled representatives create cost-effectiveness in service management

The three key elements which are vital to the functionality of the service supply chain must be dissected to create the most effective model available. The first of these are the people who represent businesses in the service supply chain. This is the element which is easiest to directly challenge, as this can be controlled through efficient management of correctly skilled representatives.

Personally, I believe that the current silo model within the service supply chain is in fact impeding such change.

Communication is of paramount importance in all businesses, and this applies to those working in the service management, where we live and die by the level of customer service we are able to offer.

It is therefore unacceptable that the communication silos which the majority of businesses seem to rely upon result in a system where cross-silo communication is so poor. This is especially poignant when it is the customers who pay the price. It is hard to believe, when some businesses utilise an integrated service network which improves communication, that the silo structure continues.

A recent study by the Aberdeen Group shows service supply chain customers agree with this sentiment. 58 per cent of respondents state they want to see an improvement of diagnosis of triage at the initial call level. With further statistics showing there is a 24 per cent increase in first-time fix performance, from 62-86 per cent, when all calls are routed via triage, it is clear that such intelligent communication can increase service level agreements (SLA) and in turn, customer satisfaction levels.

Inefficient processes must be challenged

Customer satisfaction levels cannot be increased solely through challenging the service supply chain businesses representatives. Alongside this, processes must also be scrutinised to construct an efficient service in which business intelligence can be utilised.

With business needs evolving continuously, the processes which are currently commonplace within the network cannot be sustained in the long term.

Although this is a vital step in the evolution of the service supply chain, this message is not reaching the relevant decision makers.

Those decision-makers who strategically alter the function within the service supply chain do not necessarily have the knowledge required to alter the inefficient processes which currently plague the system.

With businesses worried about maintaining their profit margins in these difficult times, altering the processes they use can seem like an unnecessary burden, which is then wrongly linked to excess spending. If they used a leansource approach to integrate the service supply chain rather than tactically selecting separate companies, efficiency levels would increase, while spending decreases and complex issues are transformed into competitive advantage.

A study by research organisation McKinsey looking into the priorities in the global supply chain support this. 61 per cent of respondents cited reducing operating costs as a priority over the past three years, which is a task manageable through creating more efficient processes within the service supply chain. Once achieved, the percentage of SLA’s which are successfully achieved will increase without any additional pressure being applied on the deployed field service engineers.

Read the second part of this  feature here where Glyn outlines why Big Data isn’t the answer to solve all the service management industries issues, why failure is a good thing, and why true Business Intelligence is perhaps the key to unlocking a successful future for service management...

 

 

Introduction:

Tucker Gardner Residential Limited (Tucker Gardner) was formed in 2005 by the merger of two market leading property specialists: Tucker Gardner Partnership (established 1989) and Camflats Property Management Limited (est. 1983).

With a portfolio of services spanning residential sales, lettings, land development, planning consultation and mortgages, Tucker Gardner employs over 85 people and has specialist offices in Cambridge, Great Shelford, Histon and Ely as well as a showcase suite in Mayfair to attract the London and international markets to East Anglia.

Against a backdrop of 35% of the housing stock in the Cambridge area being rentals, the business has grown through a mixture of customer service focused investment in technology (including mobile solutions) and aggressive expansion.  Tucker Gardner currently manages over 2,500 properties in the Cambridge area.

The challenge:

A key service for rental landlords is the inventory check carried out at the beginning of each tenancy: listing and documenting the condition of various elements within the property, from the state of decoration to fixtures and fittings.  This has traditionally been carried out by hand leading to a time intensive process that saw an average of four hours spent writing up notes on site and a further three hours inputting the information into the Tucker Gardner database.

Faced with an ever increasing portfolio of properties to manage, Tucker Gardner began to look for a mobile solution to reduce the time spent on this largely administrative task.  Following consultation with CamTech, a leading local technology mobile solutions provider, Tucker Gardner invested in the Motion J3500 tablet PC and the iAssist inventory software from IT Proz.

The solution:

Tucker Gardner chose the J Series on the basis of its superior processing power, ruggedisation and ease of use.  Weighing just 3.6lbs and coated in shock dampening rubber, the J3500 features:

• Capacitive Dual Touch display options for both finger and digitizer pen input
• An outdoor viewable 12.1” AFFS + LED backlight, screen available with View Anywhere or Gorilla® Glass for increased display damage resistance
• MIL-STD-810G and IP52 ratings for ruggedisation
• Hot-swappable dual batteries that can deliver virtually uninterrupted performance
• Industry leading anti-theft security technology suite
• A complete range of peripherals including a battery charger, FlexDock and attachable, spill-resistant mobile keyboard

The benefits:

The J Series and iAssist have led to a substantial improvement in productivity for Tucker Gardner. Combined with docking stations, and a wireless mouse, the J Series now enables inventory checks to be carried out in approximately two hours and uploaded directly into the database.  Combined with a dedicated inventory resource, this mobile solution has freed the Tucker Gardner property managers to focus on developing properties and improvements in customer service.

The reduction in time spent on inventories has been especially noticeable around the seasonal peaks of sabbatical and annual term starts; previously managers ran up extensive overtime, something which has now been eliminated.

The network capability of the J Series enables communication with the office via email and instant messaging, as well as field research for subjects such as council tax bands or local services.

Stephen Hull, Lettings Support Administrator, Tucker Gardner explains:

“Out in the field, the combination of connectivity, ease of input and processing power means the J Series has cut time spent on inventories to such a degree that we are now thinking of rolling it out as a dedicated service beyond just our managed lets.  This will turn a cost centre into profit centre, built directly on the investment in tablet technology.”

“The iAssist software is easily customised to our precise needs and we have had strong support from both IT Proz and CamTech.   We are already looking to expand our investment in the solution with additional unit for our other offices, which will give us a standardised mobile platform throughout the network of offices.”

John Adamson, Managing Director, Tucker Gardner adds:

“We expect to realise full ROI on our investment in around a year, and the increase in customer service that the J Series and iAssist have enabled has been a huge benefit.  We are leaders in the Cambridge property market and it is investment in progressive solutions such as the J Series and iAssist that will keep us in that position.”