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In the Big Discussion we bring together a panel of industry experts and focus on one key topic within the field service sector. In the final part of this series on AI our panellists, FieldAware's Mark Tatarsky and ServiceMax's Amit Jain, discuss if the technology compliments a wider strategy or can it operate in a silo.

We asked Bill Pollock to predict what he thinks 2020 will bring. Typically, he went beyond the next 12 months and horizon-scanned into the not so distant service future where failure to keep-up could mean the end of your offering.
There has been a growing shift away from manufacturing toward the Servitisation model for decades already. However, while the manufacturing model is a well-entrenched, deeply-rooted model that everybody understands; the Servitisation model is still not anywhere near being as widely understood – even within the services sector.

The transition from break/fix, to network services, to self-help, to remote diagnostics/support has been steady, and has followed a logical evolution over the years. However, the move toward Servitisation requires more of a “leap of faith” as well as a whole new mode of operating (and pricing) for which many services managers are still not familiar – or comfortable.

This trend has carried on for decades – and the services sector is just about ready to “rock and roll” with it moving forward; however, even some of the key (and more savvy) players are not yet 100% certain that they have it right with respect to re-engineering their overall service delivery structure; services support organisation; KPIs and metrics; services support policies, procedures and processes; pricing, accountability – and the list goes on. As such, this trend will positively carry on throughout 2020 – and well beyond – as each major group of services organisations (i.e., leaders, followers, “wait-and-see’ers”, skeptics, and all others) begin their respective transitions.

The evolutionary prospects for Servitisation are quite simple: the market, as a whole, will need to see some prime examples of success in their respective vertical and/or horizontal services segments before making the plunge. They’ll need to move beyond all of the “failure” and pratfall stories before feeling more confident. They’ll need to hear some success stories – and, in their own segment. Bank/financial organisations will need to see how others in their field have succeeded, and what the positive results have been. The same will go for the medical/healthcare segment, manufacturing/industrial segment, and so on.

Most organisations will also need help with how to price “power by the hour”, “airplanes in the air”, and other “new” ways for pricing their services. I suspect there will be an uptick in the number of case studies, Webcasts and conference sessions focusing on these and other related areas. Servitisation is – and will continue to be – a big deal for years to come.

"Customers no longer will be pleased simply with equipment that is working, sensors that are communicating, and devices that are operating..."

Organisations are also transitioning from providing corrective maintenance to predictive maintenance, and this trend continues to shape the industry moving forward. Corrective maintenance has worked for many years because, basically, that’s all the industry had to offer. From the break/fix, call the manufacturer’s hotline, days; through the current remote diagnostics and repair days, there has been a common thread running through our industry: Some piece of equipment fails, a call is made (i.e., either by phone, in the past; or, today, remotely from the equipment itself) and a corrective action is taken. 

However, these are examples of the soon-to-be-bygone OTR (i.e., On-Time-Response), MTBF (i.e., Mean-Time-Between-Failure), MTTR (i.e., Mean-Time-To-Repair), FTFR (i.e., First-Time-Fix-Rate) and PM (i.e., Preventive Maintenance) days. Through Predictive Diagnostics and Predictive Maintenance the need for any On-Time Response will be highly diminished, as will the need for MTBF, MTTR and FTFR KPIs/metrics, etc. Over the coming years, there will be the need for “new” metrics, such as MTBPF (i.e., Mean-Time-Between-Prevented-Failures); MTTR will be measured in minutes or seconds, rather than in hours or days; FTFRs will be normalised as everything will get fixed in a single attempt, whether it requires a single “try”, or multiple “tries”; and PMs will virtually disappear (or at least be replaced by another PM = Predictive Maintenance). 

There will be a whole “new” way of delivering service, as well as measuring the success of the organisation through an entirely “new” set of KPIs, or metrics. [By the way - I have already written many times about the need for “new” KPIs/metrics and, respectfully claim the rights to MTBPF!] 

Customers no longer will be pleased simply with equipment that is working, sensors that are communicating, and devices that are operating – they are now beginning to look more closely at how their systems, equipment, sensors and devices are working together, in their behalf to get the job done. A services organisation that merely keeps individual systems or equipment up and running (i.e., maintaining high levels of uptime), but does not ensure that they are all working together to effectively and efficiently execute the company’s business, will ultimately find themselves being replaced by other services organisations that do. The clear winners will be those organisations that “get” Servitisation, and not those that do not.

"There will need to be an industry-wide educational 'push' as to what Servitization really is..."

Again, what will move the needle in 2020, is clearly communicating to the marketplace what failures to avoid (and how to avoid them), and what successes can be had (and how to achieve them). There will need to be an industry-wide educational 'push' as to what Servitisation really is, what it can do for the organisation (and what will happen if they don’t embrace it), what the ultimate value propositions are for transitioning to this “new” model, and what some of the best success stories have been.

Further, most services organisations are not currently using their respective Field Service Management (FSM) solutions to their full capabilities. The most successful organisations may come close, but there are few that eke out all of the capabilities that may otherwise be offered to them. Some may augment their FSM solution with a home-grown Excel spreadsheet “patch”; others may be using their Sales & Marketing Management (SMM) or Customer Relationship Management (CRM) solutions for activities that their FSM could (or should) be able to support; and still others may not even be aware of the full spectrum of capabilities they may have right at their fingertips. Again, it becomes an educational process that should be driven by the FSM solution providers themselves through the offering of strengthened professional services, such as customer portals, training, train-the-trainers, etc.

As some FSM solution providers may be focusing more on developing Augmented Reality (AR), Merged Reality (MR), Artificial Intelligence (AI) or Machine Learning (ML) based applications to bolster their offerings, they may be relatively deficient in focusing on the basic, or “core”, components of their solutions and, thereby, miss the opportunity to help their customers/users get the most out of their offerings.

Services organisations will also be relying much more heavily on apps and mobile devices in support of their service delivery performance in 2020. Society, as a whole, is relying more and more on apps and mobile devices for communications; and, in many cases, the services sector is leading the way.

Most FSM solution providers are providing their customers/users with more apps and customer portals to facilitate their use of the solution, as well as for communications with their remote support providers. Every year, a higher percent of business is being conducted remotely, and the need for more functional mobile communications is increasing commensurately. The IoT stands for the Internet of Things; and in this regard, humans may also be considered as one category of “things” that the IoT helps to connect. 2020 will see the proliferation of all types of “things” connected to one another through the IoT: systems, equipment, devices – and people. In fact, the numbers of connected things will likely to continue to grow at an accelerated rate in 2020 – and beyond. The more connectivity there is, the better the delivery of service can be.

 

"The move toward AR and VR is beginning to grow even faster as more installations have been deployed, and more success stories are making the rounds..."

 

Companies will also continue to expand their use of AI-powered field service technology and tools. Basically, companies that are already using AI technology in support of their services operations are much more likely to expand its use over time – and, probably, very quickly. However, companies that do not yet employ the use of AI in their services operations typically lie on either side of the fence: either, “we need to do it now”, or “let’s wait and see how this all works out.” The pressure to embed AI in their services operations will be so intense, however, that there is likely to be a surge in usage throughout 2020 and successive years.

Primary uses of AI include the powering of a chatbot capability; the ability to identify key target markets for selling/upselling/cross-selling products and services; and the ability to make their overall services operations work much more productively and efficiently.

Just as Virtual Reality (VR) has made watching American football games (and European football games, as well) easier for the layman to understand, it is also making it much easier for field technicians to repair equipment in the field. No more bulky documents or manuals are required, and training programs can be short-cut (to a certain degree) as AR and VR, merged together into MR, can lead the technician to a “perfect” fix, first time, and every time.

The move toward AR and VR is beginning to grow even faster as more installations have been deployed, and more success stories are making the rounds (at trade shows and Webinars, etc.). In fact, the merging of AR and VR has sent out a signal to the “Wait and see’ers” that they may be missing the boat on AR as it is already merging with VR – all while many of their competitors are beginning to implement AI and Machine Learning platforms in support of their services operations. The time to move is now – before it’s too late in terms of having your competitors ending up being better equipped to support (and market to) their targeted customer base.With the rise of IoT-connected devices and smart homes, many new challenges lie ahead for the field service industry. The rise of IoT-connected devices and smart homes provides a major value proposition to customers, as well as to the FSM solution providers. However, what also comes along with the benefits are a number of potentially serious consequences.

For example, once virtually everything is connected, smart systems will likely become more susceptible to power outages, hacking and various types of breaches in security. The analogy is: before watches, people used sundials to tell time. Then watches could help them tell time – until they either wound down, or the batteries went dead. Today, if the global satellite network goes down (e.g., as a result of space debris, solar flares, etc.), many things we all take for granted will stop working, including a partial/temporary halt to our ability to tell time, make change, or communicate to one another via our mobile devices.

As an example, as I have been writing this article for Field Service News, I have used a pink post-it note to cover the camera on my iMac. At the same time, Alexa is probably listening to anything I say without me even thinking about it. Further, somewhere across the globe, there is probably someone standing outside the front window of a home and yelling at Alexa, Googol or Siri to “remind me what my password is for the front door security code.” What the "expert” hackers can do to outsmart smart homes or businesses will only get more invasive – and potentially dangerous – over time (i.e., the invasions of privacy tend to happen first, with the “patch” or “fix” coming later). As such, the need to provide continual connectivity PLUS protect the privacy of the customer/user will be paramount as more and more smart implementations go into play.

Making projections for 2020 in the services industry is relatively easy. Basically, everything you have gotten used to is going to change. Here's my summary:

• The “good guys” will make everything better; and the “bad guys” will try to make everything worse
• Every time you make a mistake, the whole world will find out about it virtually instantly
• Service fixes will be completed faster – but you won’t always be aware that there was a fix
• Service pricing may or may not be more expensive – but it will certainly be different
• New start-ups will enter the market; but some old standbys will be forced to depart
• Most of the KPIs/metrics you’ve used for decades will be replaced
• The most successful services organisations will follow the lead of technology – not the competition
• You think that today’s Merged Reality applications are too futuristic or too soon? Wait ‘til tomorrow, when everything is merged (i.e., connected)

 

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Read more from Bill at Pollockonservice.com 

 

 

Regular Field Service News contributor Michael Blumberg makes his debut on the Field Service Podcast and explains why firms should be embarking on a digital transformation journey.

As a regular supplier of insight to the pages of Field Service News for many years now, the FSN editorial team though it wise to get Mize's Michael Blumberg on the podcast. Deputy Editor and host Mark Glover batted topic suggestions with Michael over email and the pair eventually decided on Digital Transformation, a journey that all service professionals should be contemplating if they haven't already.

Covering the challenges and advantages of DX, including tangible case studies of successful integration, Michael explains with clarity how you can begin your own transformation, one that can only be beneficial to your business.

It's essential listening for any service professional. Download it now!

You can connect with Michael on LinkedIn here or reach out to him on email. You can also read his most recent article on how to optimise your engineers here.

It is an unavoidable fact of field service delivery that our engineers and technicians invariably spend as much time behind the wheel of their vehicle as they do with our customers. Whilst we are all of course trying to reduce ‘screen-time’ as much for productivity reasons as anything else, we mustn’t overlook the fact that vehicle maintenance and driver safety play a massive role in ensuring our field workforce are safe. In the second feature of a four-part series reflecting on a deep dive discussion into health and safety at the most recent FSN Think Tank Mark Glover looks back on the discussions that the group held on driver safety…  

It’s generally agreed that workplace driving – irrelevant of vertical sector – is one of the biggest risks for service engineers. Again, the very nature of a lone worker means travelling to a job is a fundamental part of the process. With the number of cars on the road combined with driving hazards more generally there exists an increasing risk of driving accidents. 

Add workplace pressure to the mix and the risks increase further. Sensible driving policies are one way of dealing with this, however a middle ground must exist that where policies must encourage productivity and efficiency while being practical, realistic and enforceable.  

 Service engineers come across a number of hazards in their day-to-day including working at height and confined spaces although those in attendance agreed that driving – irrelevant of vertical sector – was one of the biggest risks. Again, the very nature of a field service engineer, or the very nature of a lone worker means travelling to a job is a fundamental part of the service process.  

 Indeed, it was a common theme across all members of the group that driving safety was of paramount concern. “We’ve targeted driving as probably the biggest risk area,” commented Brent Holmes, Field Service Portfolio Director, Ericsson explained: 

 It is also a high-risk part of that process, perhaps more so than working at height or slips, trips and falls - which the group agreed certainly shouldn’t be overlooked - however, a key distinguisher here is that driving links directly into a service engineer’s productivity, something which can affect safety.  

 

"The customer is unhappy as the asset needs to get back-up online as soon as possible. So, there is customer pressure, management pressure and also business pressure..."

 

Mark Wilding, Director of Global Aftermarket Operations, Hexagon Marketing Intelligence explains: “As management we need to get the tasks done and the schedule completed. With driving between jobs and driving home at the end of the day and with driving hazards generally and the number of cars on the road there is obviously an increasing risk.”  

 He pondered the use of company driving policies and practicalities, where engineers would have to stay in a hotel after working twelve hours on the road, for example.  “So, if you’re 20 miles from home and you’ve done your twelve hours, you’re supposed to check in. They [engineers] will leave at a silly time just so they can be in their own beds at night. And this is a risk that is always there. “Equally there is pressure if they’ve only got three days to complete a task. The customer is unhappy as the asset needs to get back-up online as soon as possible. So, there is customer pressure, management pressure and also business pressure, therefore the productivity that you’re trying to improve means the driving time in the car is almost trivialised.  

 “That for me is a concern because you can put in some hard-hitting policies which will have a massive impact on productivity and efficiency and expense and it’s about finding the happy balance, which is practical, realistic and enforceable.” Jan van Veen said these pressures and targets can be detrimental to workforce, “It then leads to stress and pressure which is not in favour of safety and probably not in favour of customer quality also,” he explains.  

 “This is often the issue when you start incentivising or putting in targets. It then leads to stress and pressure which is not in favour of safety and probably not in favour of customer quality. “So, if you are really are serious as top management around safety, you should start working on relieving pressure on people by putting in place better tools, mechanisms, processes and structures so they can be performed without sacrificing safety,” he said. 

As apprentices learn the strands of Industry 4.0 will knowledge be a clean break from what’s gone before or will the past also influence the future? Mark Glover finds out more...

As we navigate our way through industry 4.0, discarding maps for GPS, we walk roads fizzing with IoT. Our watches, homes and cars are now ‘smart’, working together to streamline our experiences, where real-life merges with a virtual interface. The revolution is here and all areas of commerce are being affected by this shift, most notably manufacturing. But is industry 4.0 as much as a revolution as the three that preceded it? 

Arguably, the period between 1760 and 1840 was the most fundamental in terms of changes to the sector, where hand or animal-based methods were cast away in favour of more productive mechanized factory systems. This shift, one could argue, mirrors today's digital landscape, where in its simplest form, digitization is making paper-based, heavy manual-led procedures obsolete.

Today images of grey chimneys pluming grey smoke from grey factories are still commonplace in some places, but for those working inside factories of yesteryear conditions were harsh. Long shifts and few breaks pushed workers to the extreme on a shop floor where health was obsolete and productivity the priority. In short, money-led mill and factory owners had no time for wellbeing. 

That said, the period did bring a wave of advantages including a surge in work for regions where unemployment was high, however impatient owners provided little to no training on operating these new machines, which, to those fresh employees, must have seemed like something from another world and not a little daunting. Employees’ rights were all but nominal so failure to pick up the complex workings could see you back out on the cobbled-streets just as quickly as you came in. 

An apprenticeship differed substantially to what we know today. Owners took advantage of the many poor, orphaned children of the time drafting in a swathe to work the machines. In return, the children received no remuneration but were afforded lodgings and food instead, which, to some, was just as valuable.  

Three revolutions on much has obviously changed, including the modern apprenticeships. Today, young people learning this fourth manufacturing cycle learn data and digitalisation; algorithms and AI. The workings of a coal-powered furnace are skills less called for. Data is the new fossil fuel. 

In the UK at least, apprenticeships took a hit in the 90s when the government removed the levy for employees taking on trainees. I’ve written much about the impact this is having on the manufacturing workforce, particularly as workers age and eventually retire leaving a vast chasm of knowledge in their wake. Running alongside this is a general attitude from young people, the next potential generation of engineers, who see the sector – particularly service - as a dirty, lonely and tough environment with little reward.  Sound familiar? 

 

"A nod to the past might just enhance the future..."

 

 

Now you’d expect large companies to be on top of this. To be fully aware of the importance of having young people fill their shop floors. Much like a successful sports team has a strong academy programme, companies like Siemens are recognising and instigating strong apprenticeship placements. 

Last year the company announced a digital apprenticeship scheme to compliment the evolution of their own digital factories. The scheme pays selected students £3,000-a-year from the second year of university as well as up to 12-weeks paid summer placement throughout the duration of their studies within a Siemens business. At the end of their degree they will be given the chance to join one of the firm's many graduate schemes 

When the press release went out showcasing the scheme a quote from Brian Holliday, MD of Siemens’ Digital Industries, outlined its intentions. "By strengthening links between business and our world-leading universities," Holliday said, "we can inspire and nurture talent to support the UK’s leading role in the Fourth Industrial Revolution.” 

So how do you inspire and nurture the next wave of the modern workforce? To find out more I spoke to the Head of R&D at Siemens’ digital factory in Congleton, Ian Donald to discuss the origins of the programme and how ties to the past will form the future. 

“We wanted to create an academy that takes the traditional courses that people are on." he tells me over the phone, "and we want to add a digitilisation and a data analytics element to that.”  

Siemens run a UK Engineering Directors’ and Manager’s Forum where senior employees discuss strategic action points potential initiatives. One of the forum’s sub-groups focuses on skills, which Ian leads on and its this group that identified traditional engineering courses in manufacturing, electrical and mechanical were failing to focus on digitilsation and future digitilisation skills. 

A firm understanding of big data, data mining and AI are all necessary but Ian pinpoints the digital twin, a way of replicating from the virtual to 

 

the real-world, as an important learning curve as it incorporates elements of modern and traditional engineering. “You need an understanding of simulation and data,” he explains, “but you also need the hands-on experience of a traditional engineering role such as problem solving. So it’s about bringing these worlds together.” 

The word revolution in industry suggests drastic change, where the old ways become extinct, replaced by modern more efficient processes. However, can such a process be a clean break? Surely its more evolution than revolution? No change management project rips up what’s gone before and leaps blindly.

Perhaps more than previous industry revolutions, industry 4.0 is going to look back before it moves fully forward and to take the workforce with it. For apprentices, this is an exciting time as they grapple with exciting concepts like digital twins and data mining, however a nod to the past might just enhance the future.

In the Big Discussion we bring together a panel of industry experts and focus on one key topic within the field service sector. In the third of a four part series on AI our panellists, FieldAware's Mark Tatarsky and ServiceMax's Amit Jain, discuss the benefits the technology can bring to a business.

Steve Zannos, Director, Customer Care, Elextrolux and FSN20 alumni shares his thoughts on service in the latest Field Service Podcast.

Steve Zannos is a worthy addition to 2019's most influential in service list, the FSN20, our annual run-down of those making a significant impact on the sector. As Senior Director of Service at Electrolux, Steve oversees a vast pool of engineers as well as external contractors and has shifted the firm's service strategy to a modern outlook with tangible outcomes.

Steve wrote a fascinating piece on management and engineer engagement so we got him onto the podcast to discuss the article; challenges that arise when introducing new technologies; and how the the profession can encourage more young people into the sector. It's essential listening for any service professional.
You can connect with Steve on LinkedIn here and join the Customer Services Management Professionals LinkedIn group here.

One of the unfortunate aspects of modern times is the increasing rise in mental health challenges as our society becomes more and more pressurised. Field service engineers and technicians, who are often lone workers are particularly vulnerable to such pressures and we need to be doing more to monitor and assist in this area. This was the consensus at the latest FSN ThinkTank held in London, UK at the end of 2019. Mark Glover, who attended the session reflects on the day’s conversations… 

Recently, a societal shift towards mental health has identified the workplace as a potential trigger point. Employers now recognise the importance of their workers’ wellbeing. In the UK alone, staff absence from mental health issues accounts for 70 million workdays lost, costing employers approximately £2.4 billion per year.  

In the service sector, workers who operate alone are more susceptible to having their mental health affected, given the remote nature of their environment. As a manager, it can be difficult to keep tabs on an engineer therefore creating the right touch points to ensure a dialogue is taking place can be vital when it comes to monitoring the mental health of your technicians. Too often, field engineers are just sent out and forgotten about.  

The technicalities of health and safety for lone workers are slightly different to the traditional version of what we see as safety. Incidents, such as slips and trips and cuts in the office, are approached with a traditional risk-assessment, however lone workers should approach their tasks, which are generally more fluid, with a dynamic risk-assessment; the process of mentally observing, assessing and analysing an environment to identify and remove risk. This allows individuals to identify a hazard on the spot and make quick decisions regarding their own safety.   

It’s an approach that requires a certain amount of trust on the part of employers who must be certain that these checks are taking place in their absence. However, this must be balanced by allowing the engineers a level of autonomy, something they value enormously. Looking over their shoulder from afar and monitoring their performance will only push a worker away. Everything comes back to time for an engineer; it is probably the most precious commodity and the challenge is to blend safety into their routines while not affecting their productivity. Mark Wilding, Director of Global Aftermarket Operations, Hexagon Marketing Intelligence spoke to this point very eloquently saying: “If you don’t know your workforce you don’t know their mental health, you don’t know their mental capacity. If you’re not close enough to them, you’re not looking after those elements. Ultimately their mind isn’t on the game and they make mistakes.  And I think we overlook this area quite a lot.” 

"How do you understand the state of mind of a guy that you haven’t seen for months because he’s been out in the field..."

It is indeed an often overlooked, yet absolutely crucial part of understanding the wellbeing of our field workers, especially if they are often isolated in a lone working role. Everyone within the ThinkTank session was in agreement that this should be an area of greater focus and also that there were still some societal taboos that needed to be overcome. 

“I know that there’s this still much of stigma associated with mental health, but I think it’s more prevalent than any time now we’re in a litigious environment where you make a mistake and there’s quite significant corporate penalties now as opposed to before.  But the fact is if we still don’t pay it enough attention and remote workers is hard.   

How do you understand the state of mind of a guy that you haven’t seen for months because he’s been out in the field for that long? All too often in field service, companies don’t have the right team, team leader and management ratio structures. If they don’t have the right touch points the how can they be close enough to be keeping tabs with their individual team members? How can they be close enough to understand what they’re going through?  

It’s really tough and those are the things, I think, we tend to forget about. Sadly, it often feels that it is the case that they’re just the job, a field engineer. We sort of just send them out and forget about them and we shouldn’t be doing that.” 

From a management perspective, creating a more sensible management framework that develops capabilities and structures can contribute to a more productive and efficient working environment.   

If you are really are serious as top management around safety, you should start working on relieving pressure on people by putting in place better tools, mechanisms, processes and structures so they can be performed without sacrificing safety.

 

In the Big Discussion we bring together a panel of industry experts and focus on one key topic within the field service sector. In the second of a four part series on AI our panellists, FieldAware's Mark Tatarsky and ServiceMax's Amit Jain, define the difference between Artificial Intelligence and Machine Learning.