Hardware considerations for remote service (part one)

Mar 24, 2021 • Features • Digital Transformation

Field Service News in partnership with RealWear, and OverIT have worked together to produce a detailed 22 page Essential Guide to Remote Service. In this next features in a series of excerpts from that guide we explore some of the key...

There are a number of different options available when it comes to selecting the right hardware when implementing a remote-service solution for the field. While each situation is different, the following are a some important considerations all field service companies should factor into their selections...

Form vs. Function:

One of the critical questions that should be considered when selecting enterprise-grade head-worn devices has actually been around for a long time when identifying devices for use in the field. Is it fit-for-purpose and designed with a practical application of use in the field in mind?

As Dr Chris Parkinson, CTO and Founder of RealWear put it during a presentation at the RealWear Connect digital conference last year “is it a fashion accessory or is it a tool?” In the embryonic days of the emergence of Smart Glasses, this distinction was blurred. Indeed many software vendors in the field service space released pilots and demos of solutions on the ill-fated Google Glass device.

Fortunately, our understanding of the role head-worn devices can play in the field service sector has matured significantly. So too has our understanding of what functionality is vital in such a device when it used within the field. Put simply, consumer focused devices (smart glasses) are far less likely to deliver and may even lead to a failed implementation. However, investment on an enterprise-focused device (head-worn computers) could deliver considerable ROI in multiple ways as we explored in the earlier segment of this guide and can be expected to do so within an impressive time-frame.

As Parkinson states; “Consumer devices will always prioritise form over function, while the enterprise will deliver function over form.”

When selecting a tool that can empower your field service team, function has to be the priority, always.

Binocular vs. Monocular

Firstly, what do we mean by binocular and monocular? Well, very simply, it refers to the number of eyes a screen is put in front of (monocular being Latin for one eye and binocular being two). In terms of head-worn computers aimed at the field service sector there are two very distinct types of devices beginning to emerge and when it comes to selecting the right device for your field workers, it is essential to consider the end-goal you are trying to achieve - to empower the engineer to do their job effectively and with a greater focus on their safety.

An excellent and well-known example of a binocular device would be Microsoft’s HoloLens. The user here is in a highly immersive mixed reality that blends augmented content and the real world. The augmented information is combined across both eyes, which can lead to a very effective and impressive immersive world that edges us towards the Hollywood vision of the future we are presented in films like Minority Report.

These are undoubtedly impressive devices and a hugely exciting technology, but is it fit-for-purpose when it comes to use in the field?

Within a binocular AR or Merged Reality (MR) display, the engineer’s focus is very concentrated roughly a metre in front of them. This can reduce both peripheral vision and general awareness of things that are going on around them. As we will see in the final segment of this guide, a case study featuring Alessandro Borzacchi, Innovation and Continuous Improvement Manager, RailCargo, such a solution could potentially put the lives of their field technicians at risk. This could likely be the case for many other field roles where an awareness of the surroundings is critical.

"Parkinson frames the difference between binocular and monocular as ‘digital first, reality second’ in the case of binocular and ‘reality first, digital second’ in the case of monocular. This is a particularly neat summary..."

That is not to say that there aren’t valid uses for such devices within industry, there absolutely are, and some excellent use cases have been put forward particularly around training. Whether it is safe for your field engineers to have restricted awareness of their surroundings is, however, a very important consideration to be factored into selection criteria.

Parkinson frames the difference between binocular and monocular as ‘digital first, reality second’ in the case of binocular and ‘reality first, digital second’ in the case of monocular. This is a particularly neat summary.

In terms of selecting the right device for your field technicians and engineers, the question is how important it is that they have their primary focus on their environment?

To put this another way, should the augmented digital information presented to the engineer be a supporting tool for them, rather than their primary point of focus?

Additionally, what would your use case in the field be that would require the more immersive, graphically sophisticated merged reality that a binocular device can deliver over its monocular counterpart?

One final factor in this equation is if selecting a monocular device, around 30% to 40% of people are left eye dominant. Therefore, it is important to select a device that is capable of being worn on either eye otherwise the device will not be suited for approximately a third of users.

Hands-free vs. Gesture and Touch Control

Another critical factor for consideration is how the device is controlled. There are essentially three primary mechanisms for controlling a device. Again it is important to consider the work-flow and environment within which your field engineers or technicians operate in order to identify which of the three control interfaces is best suited to your needs.

The three primary means of controlling a head-worn device are:

Hands-free (voice commands),
Gesture (either hands or head gesture)
Touch control (usually a control pad on the device that allows for swiping/ tapping commands)

In a field service environment gesture, hand gestures (where you are commanding a virtual screen in front of you) could prove problematic. The last thing you would want if your engineer is working within a factory floor, for example, is for them to be distracted with their arms held out in front of them.

One of the key advantages of implementing such devices in a field service role is to provide hands-free working for the engineer. Of course, this benefit is significantly negated if that engineer has to frequently use their hands to interact with the device.

"For a device to be easily controlled in the quiet of a demonstration centre is one thing. For it to work effectively in the often very noisy industrial environments found in the field, it is another thing entirely..."

While touch control is perhaps slightly less demanding in this instance, the same fundamental issue persists.

An engineer has to put down the tools in his hands to have to use the touchpad to interact with the device is not particularly conducive to an optimal work-flow.

In addition to this, in many field service environments, the engineer or technician will be working with safety gloves, rendering a touch-pad in a challenging to use at best and inoperable at worst.

This leaves us with voice-command being the most effective means of controlling a device within the field.

However, voice itself, of course, has its own challenges.

For a device to be easily controlled in the quiet of a demonstration centre is one thing. For it to work effectively in the often very noisy industrial environments found in the field, it is another thing entirely. Therefore, for a true hand-free solution to work, voice recognition has to be coupled with noise reduction technology.

A good baseline for analysis is the RealWear HMT-1 device which has a 98% success rate with regards to voice recognition while in a 95db environment.

For reference, 95db is the output of a motorcycle engine starting, or a pneumatic drill being operated in reasonable proximity to you. It is also the level at which sustained exposure could lead to hearing loss. An additional factor for consideration when selecting a device that is perhaps less frequently referenced when discussing noise cancellation, yet is equally essential, is speaker rejection. This is where the device will stop other voices being falsely interpreted as a command for the device.

Again using the HMT-1 as a benchmark effective speaker rejection is possible at a distance of just 30cm.

A final consideration around voice commands is whether the device can operate in multiple languages and if it is designed to be accent resilient. This is an important consideration for organisations that have an international field operation.

In the next article in this series we will look at three more benefits of remote service; empowering the blended workforce, embracing the tools for outcome-based services and differentiating your service against that of your competition...

The blended workforce and the pandemic

Mar 24, 2021 • Features • servicepower • Blended Workforce • Managing the Mobile Workforce • Documentaries

Field Service News in Partnership with ServicePower. have produced an exclusive documentary that explores the role of the blended workforce model in field service operations, the challenges in making it work, the significant benefits it can produce...

Do You Know How to Integrate Knowledge and Data Into Your Service Business Processes?

Mar 23, 2021 • Features • Data • Nick Frank • field service • Leadership and Strategy

Nick Frank, Co-Founder and Managing Partner at Si2 Partners, discusses how companies can successfully integrate knowledge and data into their business processes in this new article for Field Service News.

While the vast majority of organisations recognise that managing Knowledge and Data is a key source of competitive advantage, how many equip their team members with the understanding to effectively integrate these solutions into their operating processes?

Within the Service Leaders Network, we recently ran a collaboration project with a small number of Service Leaders to look at this challenge. The result has been the development of a pragmatic framework and self-assessment tool, that all service professionals can apply in their day-to-day working environment. A simple management blueprint that encourages managers to ask incisive questions that will increase the likelihood of success of their Data or Knowledge projects

The conversation came about when we asked a group of service leaders about their Knowledge and Data challenges. The topics included access to expert product knowledge, sharing specialist competencies, knowledge retention, competency management, knowledge transfer... The list was indeed long and many of these challenges you no doubt can relate to.

As the collaboration project progressed, the group realised they needed a framework to judge what was good practice across different solutions and approaches. They recognised that most managers understand WHY knowledge and data is important to them and they know WHAT they need (hence the long list). But where there is a big hole is HOW to get there. Through a slow process of virtual meetings, one-on-one interviews (this was the time of COVID) and supporting analysis by a facilitator, we moved towards the framework you can see. A simple tool developed by managers, for managers that helps them take actions that will increase the likelihood of success for their data or knowledge solution.

The thinking framework consists of four interdependent factors that should be considered when integrating a data or knowledge solution into an organisation’s processes:

Purpose
Data Architecture
Process and Tools
People

For a business process to leverage data and knowledge to the full, all four factors should be considered and where necessary planned for. This is especially important where investment is made in specialist tools and technologies such as a Service Management Software, Human Resource IT solutions and Advanced Analytics Data Solutions. Let’s look at these four areas in a little more detail:

Purpose:

This is the “Why” of the data solution and can be articulated in different ways depending on where the project lies on the Strategy – Operations continuum. Purpose of the data solution should contain some, but not necessarily all the following components:

Fit with the vision and strategy of the company
The KPI’s or performance measures to be influenced
The risk to be managed
Value created, costs reduced, or loyalty created

Without a well-defined purpose, the project is likely to lack direction and so disappoint or fail in its return-on-investment objectives.

Common mistakes: A company who invests in SharePoint with a generic goal to ‘share data in the business’, without understanding the KPI’s being influences or the data being collected. They are often disappointed with the results.

Data Architecture:

With a clear understanding of Purpose, it is possible to define the data/knowledge to be collected by the process, or the data/knowledge required to support the process. Knowing whether this data is structured (numbers) or unstructured (text/words) is key to defining how it is collected and analysed within the business process.

Common mistakes: Defining Key Performance Metrics indicators without understanding if the data can be collected and analysed in a sustainable fashion.

Process & Tools:

The next component is to define how data/knowledge fits into business processes and the tools required to ensure it is presented in such a way such that decisions can be made. Often managers will jump to this step without understanding Purpose or Data Architecture resulting in sub-optimal data/knowledge solutions. Common mistakes: Remote Data Capture is a common data solution, but it does need to be built into the Service process if it is to deliver sustainable value. Too often it is seen as just another activity we do.

People:

Without people’s willingness to engage in the Knowledge management process, initiatives will fail. The key is to design this factor into the Knowledge/Data Project at the start, whether that is building a culture where knowledge is shared, developing the skills required to support the process or simply good old-fashioned change management to ensure engagement. This is the component that many business leaders miss when implementing knowledge management solutions.

Common mistakes: Within the Service CRM processes, users do not update master-data, or worse still, simply bypass specific data entry requirements to save time, as they do not understand the implications of their actions.

Want to know more about your own skills, take this very short 4 question self-assessment using this link: https://si2partners.outgrow.us/si2partners-3

If you want to know more the Knowledge and Data Implementation framework, then you can contact nick.frank@si2partners.com and he can support you with engaging workshops that will help you and your team identify how to integrate data into your business processes. Si2 also have run a series of workshops that help service professionals to become more data savvy. To date more than 200 professionals have participated in these programmes which aim to raise their bar in terms of how to use data.

How one company's innovation can shape an entire industry

Mar 22, 2021 • Features • Digital Transformation

Field Service News in partnership with RealWear, and OverIT have worked together to produce a detailed 22 page Essential Guide to Remote Service.

As part of the research into this Essential Guide, Kris Oldland, Editor-in-Chief, Field Service News...

Field Service News in partnership with RealWear, and OverIT have worked together to produce a detailed 22 page Essential Guide to Remote Service.

As part of the research into this Essential Guide, Kris Oldland, Editor-in-Chief, Field Service News spoke with Alessandro Borzacchi, Senior Project Manager, Rail Cargo Group about their recent implementation of head-mounted computers and augmented reality-based remote service solution as part of our ongoing series of interview in the Field Service News Digital Symposium.

In this excerpt from that interview, Borzacchi explains how the innovation of RailCargo Italia could ultimately shape an entire industry.

Want to know more?

FSN Premium subscribers and FSN Elite members can access the full length interview plus many, many more in the Field Service New Digital Symposium. If you have an FSN Premium account you can access the video on the button below. If you are currently on our FSN Standard subscription tier you can upgrade your subscription by clicking the link below.

If you are yet to subscribe you can join 30,0000 of your field service management peers by subscribing to FSN Standard for free to gain access to a monthly selection of premium content or select either FSN Premium or FSN Elite for even more resources. Click the button above to visit our subscription page to find out more.

The language of the blended workforce

Mar 22, 2021 • Features • servicepower • Blended Workforce • Managing the Mobile Workforce

In the next feature in our series of excerpts from a new and exclusive Field Service News Essential Guide published in partnership with ServicePower we discuss the complex language of the blended workforce model across different industry sectors...

One of the biggest challenges in establishing meaningful conversation around the blended workforce model is that there are so many synonyms across differing industry verticals and differing regions. So before we begin looking at how the blended workforce can bring value to a service operation and the challenges that must be overcome to fully harness the benefits of the model, let us first clarify some of the language used.

There’s a whole bunch of different names!” Explains Steve Zannos, Senior Director Service Delivery, Electrolux, when we first sit down to discuss Electrolux’s use of the blended workforce.

“Even just here in the US, let alone globally, there are so many names, that are used. We’ve heard terms from factory service to branded service to field engineers and I’m sure there’s plenty more,” he adds.

“There are a number of different terms,” agrees Chris Jessop, Customer Service Director, Ideal Boilers.

“The top level ones tend to be either the blended workforce or the hybrid workforce model. I tend to prefer the latter, because I think that truly demonstrates what we are dealing with. We then have as much confusion internally with terms like direct labour, subcontracted labour agents and then a big chunk of our blended, or hybrid workforce is under what we call a nominated contractor agreement.”

"The critical element is not the terminologies but recognizing the key goals you are trying to drive from this, which is to ensure you have consistency within the customer delivery. The customers’ experience through using a hybrid model should not be detrimental in any way to your customer base..."

- Chris Jessop, Customer Service Director, Ideal Boilers.

“The term blended workforce is getting increasing traction,” clarifies Samir Gulati, Chief Marketing and Product Officer, ServicePower, an organization that provides the specialist technology for many companies to use a blended workforce model effectively.

“Another term that you come across in this discussion is the hybrid workforce, but we’re seeing Gartner and other analysts gravitate towards a blended workforce, I think that’s become the industry norm.”

Of course, in a horizontal industry, like the field service sector, language can often vary from one vertical to another. The conversation around the blended workforce does seem to suffer a lot from complicated terminology. However, the reality is that the concept at least is reasonably straightforward. The blended workforce is one where a company blends its internal workers, and external third-party workers to serve their customers better.

“A Blended Workforce model depends on upon a number of things” explains Adam Gordon, Head of Network Planning and Operations, Ericsson.

“From the Ericsson point of view, we look at the blended workforce and ask what is the best strategic approach for us to leverage benefits that we can pass on to the customer?"

So, what are the types of workforces that a blended workforce model encapsulates?

“There are two types of worker in the blended workforce,” explains Gulati.

“Firstly, there is the employed workforce. This consists field workers that are full time employees of the customer. This is then blended with an external third-party workforce that adds to that workforce to bring a number of benefits.”

“When people mention a blended network, they’re mainly talking about two groups,” adds Zannos.

“The first of these is referencing your ‘badged’ employee that are out there running those service calls for you.

“There’s then a second external workforce that has various names such as a third party workforce, an independent service network or maybe an authorized service network. This is a group not directly employed or connected with the manufacturer, but they serve and work with the manufacturer and help take care of the consumers.”

Adding further insight, Gordon adds, “For Ericsson, a blended workforce is how we utilize our internal resources. We then utilize suppliers or third parties to supplement and reinforce skills that we don’t have. Usually these are areas where the required skills would be a high cost for us to have in an internal workforce, but it’s good niche for a local supplier.”

For Jessop, while the language of the blended workforce is at best cumbersome and at worst overly complicated, the key point is not the words we use to define the blended workforce model, but more understanding what is trying to be achieved by doing so.

“The critical element is not the terminologies but recognizing the key goals you are trying to drive from this, which is to ensure you have consistency within the customer delivery. The customers’ experience through using a hybrid model should not be detrimental in any way to your customer base.

“Introducing an external element to your workforce should always be done as a positive and never as a cost-cutting exercise. Therefore, we try and ensure that no matter what terminologies used, there is a common goal of managing customers’ expectations,” Jessop adds.

Having a clearly defined language of the various aspects of the blended workforce may seem like a simple step to take, but it is critical as it allows for much more effective communication around what is, as we will see as we work thorough this guide, a complex but highly rewarding process.

Want to know more?

Field Service News subscribers can access the Essential Guide to the Blended Workforce instantly by clicking the button below:

If you are yet to subscribe you can join 30,0000 of your field service management peers by subscribing to FSN Standard for free and get instant access to the documentary and other selected resources available on our free forever, FSN Standard subscription tier.

If you hold either a FSN Premium or FSN Elite subscription you can find the full interviews of those service leaders featured in this guide in our Digital Symposium section of the website which is available @ www.fieldservicenews.com/digital-symposium

Data usage note: By accessing this Essential Guide you consent to the contact details submitted when you registered as a subscriber to fieldservicenews.com to be shared with the listed sponsor of this premium content, ServicePower who may contact you for legitimate business reasons to discuss the content of this report.

Why the difference between smart glasses and headworn computers is important in a field service context

Mar 19, 2021 • Features • Digital Transformation

As part of our ongoing series of interviews in the Field Service News Digital Symposium Kris Oldland, Editor-in-Chief, Field Service News spoke with Dr. Chris Parkinson,, CTO and Founder, Realwear, about the important considerations field service companies must make when selecting head-worn devices that can give their engineers essential information about the assets they are working on while allowing them to work hands free.

Here the two discuss why it is important to distinguish between consumer-targeted devices that are now generally termed as 'smart glasses' and head-worn computers that are aimed specifically at industrial or enterprise use.

Want to know more?

FSN Premium subscribers and FSN Elite members can access the full length interview plus many, many more in the Field Service New Digital Symposium. If you have an FSN Premium account you can access the video on the button below. If you are currently on our FSN Standard subscription tier you can upgrade your subscription by clicking the link below.

If you are yet to subscribe you can join 30,0000 of your field service management peers by subscribing to FSN Standard for free to gain access to a monthly selection of premium content or select either FSN Premium or FSN Elite for even more resources. Click the button above to visit our subscription page to find out more.

The language of the blended workforce

Mar 19, 2021 • Features • servicepower • Blended Workforce • Managing the Mobile Workforce

Make Sure You Set Achievable Expectations When Rolling Out New Services

Mar 18, 2021 • Features • field service • Leadership and Strategy • Sam Klaidman

In this new article for Field Service News, Sam Klaidman, Founder and Principal Adviser at Middlesex Consulting, discusses the importance of setting realistic and achievable expectations when rolling out new services.

In 1988 Michael R. Mantell wrote a book “Don’t Sweat the Small Stuff…and it’s all Small Stuff.” Now we know that Mantell was wrong when it comes to Field Service.

Here is the real story! In the coming months and years, it is likely that your organization will be implementing a steady stream of changes to the way you do business. Some of these changes that are on most service leader’s minds are:

Touchless service
Blended workforce
New business models – XaaS, IoT
Circular economy
Digital transformation
Servitization
Predictive maintenance
Artificial intelligence

SOME USEFUL DEFINITIONS AND OTHER BACKGROUND INFORMATION

Before we jump into the details, it is necessary to understand an idea and three definitions.

The ideas expressed in this article originated in “How small service failures drive customer defection: Introducing the concept of microfailures” by Sean Sands, Colin Campbell, Lois Shedd, Carla Ferraro, and Alexis Mavrommati.

Service failure – any service that fails to meet a customer’s expectation. They come in two varieties – macrofailure and microfailure. Because services quality is influenced by individual’s emotions, the following definitions are imprecise and may leave you a little uncomfortable. Don’t worry!

Macrofailure – Sands et al define a macrofailure as a “negative service encounters in which customer expectations go unmet by a wide margin.”

Since each of us will react differently to any specific outcome, the best guidance we can provide is to quote from U.S. Supreme Court Justice Potter Steward in a 1964 decision about whether a movie was pornographic:

“I shall not today attempt further to define the kinds of material I understand to be embraced within that shorthand description ["hard-core pornography"], and perhaps I could never succeed in intelligibly doing so. But I know it when I see it, and the motion picture involved in this case is not that.”

Until you get customer feedback that a particular transaction did not meet their expectation, you or someone who works with you must be the internal judge as you design services and set the expectations you will share with your customers.

FIRST AN EXAMPLE OF A MICROFAILURE AND A MACROFAILURE

An example of a service technician going to a customer whose product equipment has failed and the production line had to be totally shut down.

A macrofailure - When technical support decided that a service technician had to be dispatched, the support person said “Joe Brown has just finished up his job and will be at your facility within 30 minutes.” Unfortunately, the dispatcher did not tell Joe that the whole factory was shut down, so Joe stopped for lunch. He arrived 45 minutes late. The plant manager was really mad and after Joe departed, she called the SVP Field Service and totally blasted him.

A microfailure – Another day, the field technician showed up within the promised window and immediately got to work. One of his repair steps was to reboot a controller. This step usually takes 8 to 10 minutes. During that time, he called the office to update his status, but the customer only saw Joe standing about 20 feet from the equipment talking on his mobile phone. She didn’t say anything to Joe, so he never had the opportunity to explain that the repair was still going on while he was on the phone and that he was watching the controller and ended the call as soon as the reboot was complete.

WHY ARE MICROFAILURES IMPORTANT?

When a customer experiences a macrofailure, their usual reaction is to complain to the company. And service departments are exceptionally good at quickly and efficiently solving big problems and communicating their results back to the customer. If done well, most customer’s either stay as loyal as they were before the incident or actually increase their loyalty! After all, the customer now knows how their service provider will act in a messy situation and the customer comes away with increased peace-of-mind.

But when a microfailure occurs, the customers usually suffer in silence. Usually because they are embarrassed to make a big deal over a minor problem and they don’t want to create a reputation of being a complainer. But there is another set of factors that come into play:

1. We remember negative situations and forget positive ones

2. The negative situations grow in our minds and the ill-will accumulates

When it comes time to renew their contract, the customer who has experiences a small number of microfailures blows them up in their mind and finally unloads on the service seller. Typical outcomes are:

The salesperson is depressed or demotivated
The customer declines to renew their contract
The customer demands a discount before renewing
The customer shares their frustration with other customers or prospects
The service organization does not have an opportunity to make things right before the become highly visible at an inopportune time

HOW TO PREVENT MICROFAILURES FROM GROWING INTO A MAJOR ISSUE:

Strategy	Tactics
Detect microfailures	· Encourage customer complaints · Reassure customers that you hear them and the concerns are valid · Train staff on how to deal with complaints · Track complaints
Repair microfailures	· Offer a small gesture & nonmonetary compensation · Train staff about how all failures are important · Empower the team to solve the problems in real-time · Make sure there are no repercussions for the customer
Prevent microfailures	· Try and predict when a microfailure is likely to occur · Enhance your continuous improvement efforts · Consider under promising so you can over deliver · Cocreate services experience with your customers

A final comment

In the July-August 1990 issue of the Harvard Business Review, Christopher W.L. Hart, James Heskett, and W. Earl Stasser, Jr. published the classic article “The Profitable Art of Service Recovery.”

The second paragraph of the article states:

“While companies may not be able to prevent all problems, they can learn to recover from them. A good recovery can turn angry, frustrated customers into loyal ones. It can, in fact, create more goodwill than if things had gone smoothly in the first place.”

This is true for both macrofailures and microfailures. If you treat both of them the same way then you can’t go wrong.

Deploying a remote expert solution in the middle of the pandemic

Mar 18, 2021 • Features • Panasonic • Digital Transformation • HVAC • IFS

Kris Oldland, Editor-in-Chief, Field Service News, is joined by Karl Lowe, Head of European Service, Panasonic Heating and Cooling Solutions Europe and Sarah Nicastro, Field Service Evangelist, Future of Field Service and IFS as the group discuss...

« 1 ... 21 22 23 24 25 ... 196 »

ARCHIVE FOR THE ‘features’ CATEGORY

Form vs. Function:

Binocular vs. Monocular

"Parkinson frames the difference between binocular and monocular as ‘digital first, reality second’ in the case of binocular and ‘reality first, digital second’ in the case of monocular. This is a particularly neat summary..."

Hands-free vs. Gesture and Touch Control

"For a device to be easily controlled in the quiet of a demonstration centre is one thing. For it to work effectively in the often very noisy industrial environments found in the field, it is another thing entirely..."

In the next article in this series we will look at three more benefits of remote service; empowering the blended workforce, embracing the tools for outcome-based services and differentiating your service against that of your competition...

Further Reading:

Want to know more?

Field Service News subscribers can access the documentary "The Blended Workforce and the New Normal" by clicking the button below:

If you are yet to subscribe you can join 30,0000 of your field service management peers by subscribing to FSN Standard for free and get instant access to the documentary and other selected resources available on our free forever, FSN Standard subscription tier.

If you hold either a FSN Premium or FSN Elite subscription you can find the full interviews recorded for the documentary in our Digital Symposium section of the website which is available at www.fieldservicenews.com/digital-symposium

Further Reading:

Want to know more?

Further Reading:

- Chris Jessop, Customer Service Director, Ideal Boilers.

Want to know more?

Field Service News subscribers can access the Essential Guide to the Blended Workforce instantly by clicking the button below:

If you are yet to subscribe you can join 30,0000 of your field service management peers by subscribing to FSN Standard for free and get instant access to the documentary and other selected resources available on our free forever, FSN Standard subscription tier.

If you hold either a FSN Premium or FSN Elite subscription you can find the full interviews of those service leaders featured in this guide in our Digital Symposium section of the website which is available @ www.fieldservicenews.com/digital-symposium

Further Reading:

Want to know more?

Further Reading:

Want to know more?

Field Service News subscribers can access the documentary "The Blended Workforce and the New Normal" by clicking the button below:

If you are yet to subscribe you can join 30,0000 of your field service management peers by subscribing to FSN Standard for free and get instant access to the documentary and other selected resources available on our free forever, FSN Standard subscription tier.

If you hold either a FSN Premium or FSN Elite subscription you can find the full interviews recorded for the documentary in our Digital Symposium section of the website which is available at www.fieldservicenews.com/digital-symposium

SOME USEFUL DEFINITIONS AND OTHER BACKGROUND INFORMATION

FIRST AN EXAMPLE OF A MICROFAILURE AND A MACROFAILURE

WHY ARE MICROFAILURES IMPORTANT?

HOW TO PREVENT MICROFAILURES FROM GROWING INTO A MAJOR ISSUE:

Further Reading:

Want to know more? FSN Premium Subscribers and FSN Elite Members can watch this full interview and hours more of in-depth long-form interviews with a series of field service leaders in the Field Service News Digital Symposium. Watch the interview with Lowe and Nicastro on the button below.

If you are currently on our free forever FSN Standard subscription tier or have yet to join 30,000 of our field service peers as a FSN subscriber you can find out more again on the button below.

Further Reading:

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