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In the final feature from our exclusive serialisation of Jim Baston’s excellent industry focused book Beyond Great Service we see the benefits that have resulted in Charlie’s efforts to establish a new sales-focused mentality amongst his service engineers that doesn’t compromise their trusted advisor status and even more importantly that they as service professionals are comfortable with...

The #FSN20 is our annual list of those shaping and developing our industry. However, before we make the final announcement of those who are on the 2018 list, Kris Oldland, Field Service News, Editor-in-Chief talks us through how the approach to building this year's list has evolved...

Once again we have put together a list of the brightest and best within our industry and once again I have been amazed at just how long it took us to refine the list down to twenty individuals,

Yes, it is that time again, time for us to celebrate the innovation and ingenuity that surrounds us within our industry by publishing the #FSN20 - our list of those we think are truly driving field service forward.

Although, this year you may notice that we have taken a slightly different tack to previous years.

In the past editions of the #FSN20 we had included solution providers, academics, analysts, consultants and industry practitioners and the list was a reflection of those who were the key influencers within the sector.

However, this time around you will see that we have only included the practitioners.

Why?

Well I’m glad you asked!

There are two key reasons behind this shift in approach. Firstly, we found that there were simply so many examples of excellent work being done within our sector by the industry practitioners that even whittling the list down to 20 would have been (and most certainly was in fact) a major challenge.

As it is, some really great service leaders, unfortunately, didn’t quite make the final cut and that would have been an even higher number if we had remained with the broader church we have used in previous iterations of the list.

Secondly, we figured that if we were to single out and focus our attention on one specific group, then it had to absolutely be the industry practitioners - who are often unsung heroes outside of there organisations - and sometimes even within them.

"Find them on social media, read articles they may have written and if you see their names on the speaking list at a conference get yourself there to listen to them..."

Yes, there are some truly excellent minds amongst the solution providers, academics and consultants but the fact of the matter is that the majority of names of those at the vanguard of driving our sector forward will already be familiar to our regular Field Service News readers as we make it our business to talk to and offer a platform to those who we believe are bringing something of value to the discussion.

However, there now may be some names in this year’s list that are less familiar to you and if that is the case I strongly urge you to look these folks up!

Find them on social media, read articles they may have written and if you see their names on the speaking list at a conference get yourself there to listen to them - because each member of the 2018 edition of the #FSN20 has shown excellent leadership, an intimate knowledge of how to deliver service excellence and a willingness to think outside of the box in terms of how to drive revenue whilst creating ever greater levels of customer satisfaction.

The #FSN20 will be published online next week but fieldservicenews.com subscribers on our mailing list have already had an advanced preview in the July/August issue. If you want to make sure you're always ahead of the pack as well then apply for a complimentary industry professional subscription by clicking the link below...

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Marc Tatarsky, SVP Marketing, FieldAware offers us an excellent case study of how Meadows Service Group are overcoming the challenges their field service operation were facing...

Those working in facilities and property management today must tackle some seemingly overwhelming challenges that are facing the industry. From managing multiple sites and varied programmes while maintaining service levels and meeting customer expectations. There is compliance with strict regulatory standards to manage while juggling responsibilities around maintaining often ageing assets and infrastructure and facing pressure to cut costs and complete more work with fewer resources.

FieldAware has recently released a new customer case study for Facilities and Property Management, which looks at some of these challenges, how they are being effectively managed and the benefits that are being achieved.

The case study highlights how FieldAware helped Meadows Service Group – a subsidiary of Meadows Office Interiors – to drive revenue growth and deliver their service promise.

About the Meadows Service Group...

Founded five decades ago, Meadows Office Interiors – a market-leading contract furniture dealer – creates innovative workspaces that are strategically designed to help customers improve business performance, increase collaboration, realise cost efficiencies and build brand recognition. Recognising a customer need that extends beyond furniture delivery and installation, Meadows Office Interiors created Meadows Service Group to offer ongoing support to their customer base, ultimately maximising the lifetime and integrity of customers’ valuable furniture assets through furniture maintenance programmes, inventory control, asset management and more.

Keeping pace with business growth

Meadows Office Interiors has always had a strong focus on their customer-centric service and delivering exceptional value to their clients. Over the years, Meadows had operated well using manual processes to manage its operations, but the business was expanding rapidly and it soon becomes clear that more streamlined ways of working had to be introduced to keep pace with their growth.

“When we launched Meadows Service Group we started out with what now looks like fairly basic processes in the office,” explains Ethan Bajrak, Director of Enterprise Solutions with Meadows Service Group.

“But with the speed of growth we experienced, we quickly realised we had to be more strategic in the way we worked to effectively manage the operational side of the business, which was becoming more and more challenging. We needed to gain the maximum benefit for our clients and our teams, but the processes we used were not visible to everyone and were manually updated outside of our CRM and ERP systems. There was lots of room for error. With the business expanding, we were in real danger of our service levels slipping and missing opportunities. We knew we couldn’t carry on operating that way.”

Driving efficiency

The company needed better efficiency and control of the workflow, the crews, and their tools. But their existing CRM /ERP system, NetSuite, was very important to them so they wanted to leverage its use and not change their processes too drastically.

“Our first step was to see what could be done within NetSuite,” explains Ethan. “The next was to look for products that were tightly integrated with the platform. We also worked with our NetSuite integration partner to get their recommendations for products their other customers had proven success with. FieldAware checked all those boxes.”

Reaping the benefits

Meadows has been delighted with the improved day-to-day operational management they have seen and through driving the revenue growth of the Meadows Service Group. The company has increased visibility and control as they have been able to standardise their processes and capture all jobs accurately.

They have been able to minimise downtime, while also improving productivity. Everyone has a FieldAware portlet in NetSuite so they can see everything in real-time. Everyone can now see what’s on tap for all the resources, including employees, vehicles and special tools.

On-time arrivals at job sites have increased and a big part of this is that technicians can plan their day in advance and save time by not calling back and forth to the dispatcher to determine where they should report next. The company has much better tracking of technician’s time spent on each job which, in turn, allows them to bill faster and more accurately to clients.

“Meadows Service Group is a newer revenue stream for the company,” commented Ethan “and FieldAware is helping us manage the growth of this division while effectively delivering our service promise to Meadows’ clients.”

Translating into true ROI

So as the business continues to expand, the challenges can continue to be addressed and managed.

“Teams have an increased level of confidence in our service team and customers are pleased with the level of communication and timely response. Because of the real-time sign-offs in the field, and the additional documentation provided for each job, the customer invoice payment cycle is faster, which helps our accounting team.”

“Our technicians are more productive because they are equipped with all the information they need. We can handle more jobs and are seeing less errors and repeat trips, which translates into true ROI,” concludes Ethan.

For more information on FieldAware visit www.fieldaware.com

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Swedish enterprise mobility and ERP provider IFS recently announced the hiring of former ServicePower CEO, Marne Martin, as President of their Service Management Business Unit, part of a dual role she has taken on alongside being CEO of IFS subsidiary, WorkWave. Kris Oldland, Editor-in-Chief, Field Service News reflects on this appointment and why it is a good thing not just for IFS, but for the wider industry as a whole...

I have known Marne Martin for some time now, speaking to her once or twice a year either for interviews, or just catching up at various industry events we've both been speaking at.

When she was included in a previous edition of the #FSN20, our annual list of key industry leaders, it was me that put her forward to the committee. That was in part because I had always found her to be engaging and intelligent when speaking to her, as well as being passionate for the industry we operate within - but then again, these things for me at least should be a given for any CEO within the sector.

Marne, of course, had all of these traits in abundance, but what always made her stand apart from the many other excellent leaders we have in our sector, what made her seem just that little bit more dynamic and exciting to speak with and why I put her forward for the #FSN20 (something we take very seriously here at fieldservicenews.com) was her ability to see the trends that were just beyond most people's range of vision, those that were over the horizon.

"What Marne has demonstrated time and again is that she is able to go that one step further and identify what will be the challenges and opportunities around how any given technology will ultimately be utilised..."

Sure, we can all get a feel for what technologies are set to emerge - a quick look at Gartner's current year hype cycle will allow us to see what we can expect to come along in the next few years. It might not always work out as we anticipate (think about the early clamour around wearables and in particular Glass as an example of this), but most of us who pay attention to these things are fairly able to put together a reasonably accurate picture of the future.

What Marne has demonstrated time and again is that she is able to go that one step further and identify what will be the challenges and opportunities around how any given technology will ultimately be utilised - and such foresight, is a much rarer attribute.

For example, I remember Marne outlining to me the importance that Quantum Annealing would play within field service management systems - in particularly within dynamic scheduling, long before the topic was even close to being something that was discussed outside of high-tech computing circles.

Indeed, the last time we spoke at any great length we had a long and detailed conversation about how and why field service management systems would need to ultimately evolve from being an additional feature sold alongside an ERP or CRM system and become acknowledged as something of equal status and importance within the world of enterprise computing.

Essentially we agreed, FSM needed to be, and eventually would be recognised as a category within its own right. This is something that we are now absolutely beginning to see happen in certain pockets of the industry, including IFS - who have across the last couple of year's publically stated that FSM is a core priority within their wider portfolio - something that was reiterated at their World Conference in Atlanta earlier this year by new CEO Darren Roos.

"As far as benefitting our industry as a wider whole, there are few places I feel Marne could have such a big impact, as at IFS..."

So as you can imagine, when we heard Marne was stepping down from her role as CEO of ServicePower, I had an inkling that it would be more au revoir than goodbye, I just had a feeling in my gut that we would see her again soon enough somewhere familiar.

However, as far as benefitting our industry as a wider whole, there are few places I feel Marne could have such a big impact, as at IFS. They have shown that they have the ambition, vision and capability to push the industry forwards (indeed the newly launched FSM6 is an excellent solution utilising best of breed technology), but perhaps also they have shown that they have a strong commitment to FSM that will surely raise the bar further for the quality of solutions available to field service organisations.

After all, as John F Kennedy famously quoted a rising tide lifts all boats.

Also, we must consider that Marne is bringing in exceptional leadership experience, industry knowledge and vision into a team that is already full of excellent leaders and thinkers.

For example, the always impressive Mark Brewer, Global Industry Director Service Management who has established an excellent reputation both within the company and the industry since having joined from PTC almost two years ago. Another would be Stephen Jeff-Watts, who is responsible for IFS' product strategy for Enterprise Service Management and is another with a canny knack for understanding where the future lies within the sector. Then, of course, there is Paul White, former CEO of mplsystems who IFS acquired last year who brings a huge level of detail around the latest developments around omni-channel communications to the table, or Tom DeVroy, personally, someone I hold as one of the best author's contributing to publications including ourselves around.

Indeed, the list is long and Marne's appointment at the head of this group, is set to make IFS an even more formidable force within our industry on both sides of the Atlantic and beyond.

Finally, it is also interesting to note her dual role.

"Once such a precedent has been set by such a significant industry player as IFS, it is likely that we will see other companies follow suit..."

When IFS acquired WorkWave late last year, I wrote about how the acquisition essentially gave IFS full market penetration.

Traditionally, they have always served the mid-enterprise tier well, in recent year's we have seen them begin to open some more doors in the larger enterprise sector as well. However, the SME market has always been an area that has been somewhat underserved, yet could be potentially lucrative, as WorkWave has proven.

With Marne taking on dual responsibilities for Enterprise Service Management and WorkWave it seems that IFS may potentially be seeking to firmly organise a significant section of their business around their FSM  capabilities - exactly the type of shift in thinking that Marne and I had discussed a year ago and also something Darren Roos alluded to when I spoke to him recently as well.

Once such a precedent has been set by such a significant industry player as IFS, it is likely that we will see other companies follow suit - which will ultimately lead to further emphasis on the importance of field service within industry.

So from where I'm sitting, Marne's arrival at IFS is therefore potentially great news long-term for all in our industry - it certainly promises to be an exciting move and I for one wish her every success.

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We recently gave Janam’s XT100 handheld computer a full Hands-On review and now we turn our attention to its sibling the XM75 which shares mostly the same specifications but comes in a different form factor...

In March earlier this year, Janam announced two new handheld computers to their range - the XT100 and the XM75. Inside the guts of both devices are almost identical but there are some slight differences and of course, the XM75 occupies a different form factor, more geared towards data input with a 24 key numeric keypad and also a purpose-built trigger handle available as well.

Having given the XT100 a rigorous hands-on review when it launched we thought we should also get it’s sibling into our offices to compare the two and to see which workflows each device would be more suited to.

What the manufacturers say:

Pocketable, Powerful Tough.

Janam’s XM75 rugged mobile computer makes it easy to capture business-critical information accurately and efficiently. As one of the only devices specially designed for input-intensive applications, the XM75’s compact form factor combined with larger keypad design delivers the ideal solution for organizations that want an easy-to-use keypad and large touchscreen in the same device.

The XM75 is sealed to IP67 standard against dust and immersion in up to 3 feet of water. It can withstand multiple 5’/1.5m drops to concrete per MIL-STD 810G across a wide temperature range...

Pocketable and powerful, the XM75 supports the enterprise-ready Android operating system with Google Mobile Services and meets all the requirements of the most demanding environments, including transportation, logistics, route accounting, direct store delivery and field service.

Weighing only 10.5 ounces, the XM75 is one of the lightest yet most rugged devices in its class and is packed with advanced features to boost productivity, streamline operations and improve the customer experience. Offering 4G LTE, Wi-Fi, GPS and Bluetooth, the XM75 provides lightning fast and reliable access to voice and data applications inside the enterprise and out in the field.

The XM75 is sealed to IP67 standard against dust and immersion in up to 3 feet of water. It can withstand multiple 5’/1.5m drops to concrete per MIL-STD 810G across a wide temperature range. A standard 2-year warranty provides customers with both peace of mind and the level of service they require, at no additional cost, with optional Comprehensive Service plans available to those that want to further extend their mobile computing investment.

First impressions:

The XM75 does pretty much what you would expect of it - for those that read our previous review of the XT100 for all intents and purposes, it is an XT100 with a keyboard instead of just the capacitive screen.

This does, of course, make the device’s footprint slightly larger (76.83mm x 166.01mm x 29.27mm for the XM75 vs 70mm x 136mm x 17.4mm) which subsequently, of course, adds additional weight to the device as well and it comes in at a full 3oz heavier than the XT100 making it about 30% heavier.

"The device is far from in heavy even when strapped into the trigger handle (which is itself surprisingly light) and both in and out of the trigger we found the device to be ergonomic and comfortable..."

That said the device is far from in heavy even when strapped into the trigger handle (which is itself surprisingly light) and both in and out of the trigger we found the device to be ergonomic and comfortable.

All in all the XM75 feels very much as it is intended to, a robust yet relatively lightweight handheld designed with the factory, warehouse or field worker in mind.

But ist there more to the differences between the XM75 and XT100 other than form factor?

Processing power:

In terms of processing power, the two devices are identical with bot the XM75 and the XT100 having a 1.2 GHz Qualcomm Snapdragon™ 410 quad-core. In terms of the market for similar devices as to the Janam offerings, these offer a fairly standard amount of processing power.

They both also come with 2GB RAM and 16GB ROM as standard. Again this sits pretty much in the middle of the pack in terms of similar devices and is definitely suitable for a number of field service applications.

Also, the memory in both devices is expandable via a user accessible Micro SD slot with SD and SDHC support – which can become a very useful option for engineers who need to record a lot of data, or even for those who work in offline environments regularly where locally storing asset maintenance information to aid a first time fix could be of benefit.

Operating system:

The XM75 is currently running Android 6 (Marshmallow) - which is a perfect option for industry, focused devices and as such is also on the XT100.

"The XM75 is currently running Android 6 (Marshmallow) - which is a perfect option for industry, focused devices and as such is also on the XT100..."

Whilst the latest consumer devices are now running Android 8 (Oreo) and some even beginning to see Android 9 (Pie) - in a world of enterprise the need for a robustly road-tested OS is hugely important. Marshmallow is currently the most advanced iteration of the OS that also has the stability required for enterprise-grade computing so a sensible option for both devices.

The Ins & Outs:

As with another of Janam’s handheld computers former flagship device the XT2, Neither the XM75 nor XT100 have a huge array of physical input options – but this can’t really be avoided in a device of such a size.

However, both devices benefit from good ergonomic design of in terms of the placement of hard keys are configurable but whose primary role would be most certainly be engaging the dedicated barcode scan engine (Honeywell N6603 2D Imager) which incidentally was both fast and effective in our tests of the XM75.

Of course, one of the major differences between the two is that the XM75 also has the optional trigger handle which offers yet another hard key and makes the device super easy for any role that requires a high volume of scanning.

The other significant difference between the devices then is also the 24 key numeric keypad which certainly appears to be well made, with the keypad having both a reassuring feel of durability to it as well as offering that important tactile feel that simply cannot be overlooked when a workflow involves inputting short text and numbers frequently within a workflow.

Another nice touch with regards to the keypad is that it is backlit. It is these little details that can make a huge difference if, for example, your field staff are working in a dark location - and it is the mark of a good manufacturer that doesn’t skip these small but important details.

Ruggedity:

When we reviewed the XT100 we pointed out that whilst the XT100 holds its head high with good rugged credentials albeit slightly less so than its sibling the XT2. The XM75 however, has the higher rugged credentials of its elder cousin.

"The XM75 also boasts of a higher IP rating than the XT100 with a rating of IP67 meaning that it is even less susceptible to water ingress than the IP65 rated XT100..."

Whilst the  XT100 is capable of withstanding multiple drops at a respectable 1.2m the XM75 has been tested at the higher drop height of 1.5m and in our testing, it survived such drops without a scratch. In fact, we even tested it in and out of the trigger handle and throughout our entire series of tests it only ever came out of the handle once - a good sign is given that the XM75 will almost invariably be used primarily within the handle.

The XM75 also boasts of a higher IP rating than the XT100 with a rating of IP67 meaning that it is even less susceptible to water ingress than the IP65 rated XT100.

When it comes to operating temperature ranges both the XM75 and the XT100 operate within a range of -20 to 60 degrees centigrade – which means that even in the most inhospitable environments the device should function effectively, and in terms of humidity they are both is non-condensing up to 95%. Finally, the capacitive touchscreen boasts toughened Corning Gorilla Glass 3 to further add to the devices robust credentials.

Battery Life:

In terms of battery life the SM75 again just edges out the XT100 with its 4100mAh rechargeable Li-ion battery compared to the XT100’s 3000mAh 3.8v rechargeable Li-ion battery.

"Both devices should be capable of seeing out most field service engineers working days, especially if the device is placed in an in-vehicle charging cradle in between jobs..."

This is of course, likely to be the result of Janam taking advantage of the slightly larger form factor, but it certainly does make a difference. We found that the XM75 held battery life across an 8 hour day of reasonable to heavy usage considerably better than the XT100. When we reviewed the XT100 and ran it through our tests the battery was finished the day on 14%. The same tests for the XM75 saw the battery level at the end of the day at 27% so this is certainly a factor to be considered if your field workers tend to work longer hours on occasion.

That said, both devices should be capable of seeing out most field service engineers working days, especially if the device is placed in an in-vehicle charging cradle in between jobs.  However, for those engineers who are required to spend long days in one location, a four-slot battery charger is an optional accessory.

Conclusion:

When we reviewed the XT100 a few months back we praised it as a solid mid,-market handheld computer that was particularly elegant and comfortable in hand and was remarkably light for a rugged device.

Similar things could be said for the XM75 although when it comes to roles where there is a large amount of scanning or field completion then the XM75 becomes the choice between the two. Similarly, if your field staff are in slightly more rugged environments, the XM75 just edges its close sibling with slightly better-rugged credentials.

However, both are a solid choice for field service organisations looking to empower their field workers with handheld mobile computers powerful enough for the job, rugged to survive yet with a light footprint.

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Data is one of the key driving forces underpinning the modern day economy, but asset and service data specifically, is absolutely crucial.

Organisations collect, aggregate and analyse plenty of it, but the way in which they do this can either be the catalyst for soaring above competitors, or the iceberg that sinks the ship.

Equally, outcome-based business models, which could be considered the next generation of the modern economy, might be a “make or break” moment in the lifespan of many global organisations. An outcome-based business model is focused on the outcome for the customer rather than a specific product. Customers receive extensive maintenance and support services after they have purchased the product, helping to nurture their relationship with the supplier.

In addition, customers only pay per outcome.

For example, the ability to only pay for a jet engine while it is in the skies, or an MRI scanner that is fully functioning and actually able to carry out a scan on a patient. Essentially, this type of model ensures that the customer always has the right outcome, enabling them to grow their own business while fostering a healthy client-supplier relationship.

Whether organisations can make an effective transition to this relatively new form of business model will likely be intrinsically linked to their ability to successfully collect and use data derived from their assets and will ultimately decide whether or not they stay afloat.

Are Outcome Based Services a key topic for you?!  There is a white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to date now! 

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As we conclude our series of excerpts from the exceptional industry guide 'Mobile Resource Management for Dummies', which has been commissioned by Verizon Connect we bring you ten benefits Mobile Resource Management (MRM) can bring to your business.

Is Mobile Resource Management a key Topic for you?! Dive straight into the full eBook by hitting the button below!    

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Data usage note: By accessing this content 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 who may contact you for legitimate business reasons to discuss the content of this content. 

If you have missed any of the other excerpts within this series you can catch up on the other topics we've explored which include: Understanding Digital Transformation in a Connected, Mobile World  also Thinking Outside the Silo and Harnessing the Power of Telematics,  Realising the Value of Mobile Resource Management and Avoiding Mobile Resource Management Pitfalls and Driving Employee Engagement with Gamification

However, the eBook contains a wealth of other key chapters offering important insight for any field service professional and we advise downloading the full eBook on either of the links at the top and bottom of the page...

Cloud-based MRM solutions can help your business to achieve numerous benefits: lower fuel costs, improved driver safety, better fleet utilisation, increased worker productivity, proactive maintenance and enhanced customer experience to name a few.

But the benefits to other areas of a company may not be as obvious. A comprehensive MRM solution can deliver benefits to many departments and roles within a company, including increasing return on investment (ROI) and lowering the total cost of ownership (TCO) of mobile assets, improving productivity, increasing business agility and achieving competitive advantage.

By connecting vehicles, mobile assets, people and work, MRM gives the organisation the insight, agility and customer experience to stop lagging behind competitors and lead the market – to not just succeed but thrive.

In this way, MRM can transform the way the organisation does business.

So let's explore a few of the benefits experienced across various areas within the organisation.

#1 Operations:

An MRM solution provides operations managers with the tools they need to be able to plan for the day, week, month and year ahead. It gives complete visibility into everything that’s on-the-go so that teams can help to control running costs, streamline operations, optimise current assets and staff, make the most of the customer experience, and ensure compliance with all safety standards and regulatory mandates. It provides the data to help to plan for the future as companies look to grow and advance.

You need a broad platform approach to help automate manual processes, ensure consistency and efficiency throughout all operations and know that it’s all working. You need to be responsive and agile to customer demands. A negative customer experience damages you, your operation and the company as a whole. Organisations all live and die on the efficiency of the operation, and you need to introduce new services quickly and cost-effectively to meet the fast-changing expectations of customers.

#2 Fleet Management:

MRM programs can keep fleets in the best shape possible by reducing management and maintenance costs, creating proactive maintenance alerts, and opening a direct connection to maintenance providers. An MRM solution can also help to optimise the way the organisation uses its fleet, with planning tools that help to ensure that the right number and type of mobile resources are assigned to the right jobs, people and vehicles.

#3 Information Technology:

Through the use of an MRM solution, IT can access the data it needs to support the optimisation and automation of work and cash flows across the organisation. A cloud-based MRM solution also means fewer systems for IT to maintain, easier integration without the need to create and maintain application programming interfaces (APIs), faster deployment in the cloud, and simpler management of a single platform.

An MRM solution allows the team to enable and secure the collection of operational data from vehicles and drivers, and integrate that data with other applications for complete operations visibility.

#4 Making Safety a Priority:

An MRM solution can help businesses to make safety a priority by monitoring mobile resources such as construction tools, cherry pickers, cranes, and other heavy equipment to ensure that they’re being properly operated and maintained.

An MRM solution can also help management to create safer driving behaviours, such as avoiding speeding and harsh braking, through the use of driver scorecards and coaching tools, monitoring seatbelt usage, and providing accident notifications with airbag deployment alerts, along with in-cab alerts and live reporting. It can also help the team to reduce the possibility of accidents by optimising drivers’ routes and cutting out unnecessary travel. Finally, an MRM solution can help drivers with regulatory compliance.

#5 Risk Management:

With MRM, risk management teams have the ability to ensure regulatory and policy compliance in vehicles and demonstrate a mobile duty of care.

By identifying unsafe driving behaviour, providing insights into accident or damage claims, mitigating fleet liability risks, and protecting against potential fraud, theft and supervisory negligence claims, businesses can reduce risk due to consequential losses.

In other words, MRM software is the eyes and ears to ensure the on-the-go organisation is running as smoothly as possible, and provides peace of mind for business owners and directors, as MRM insights allow for greater control and measurement of key compliance and safety legislation.

#6 Sales and Customer Relations:

An MRM solution helps to give sales and customer relations one of the very best outcomes possible – more on-time service calls, deliveries and appointments, and better customer estimated time of arrival (ETA) visibility. That, in turn, creates long-term fans and brand advocates who’ll come back again and again.

#7 Human Resources:

Human resources can use an enterprise fleet management solution to gain a near real-time connection to all on-the-go employees. Whether it’s visibility, near real-time coaching, training or helping drivers to hit more of their targets by being more efficient, an MRM software solution gives human resources the tools they need to make employees even better.

#8 Tax Recordkeeping:

An MRM solution includes driver apps, simplifying the classification of business and personal journeys. This helps to reduce administration time and produces mileage reporting in an HMRC- ready format. MRM solutions can also control routes, helping to avoid road tolls.

#9 Payroll:

By making aspects like miles and hours driven, hours on site, and time from clock-in to departure easy to measure, and by moving from paper to electronic timesheets, an MRM solution helps payroll to perform more efficiently.

MRM helps you to better manage wage bills by matching the right skill to the right job, rather than sending overqualified staff to easier, low-level jobs. An MRM solution can also help you to manage labour distribution efficiently so that you can assign jobs to less utilised employees earning standard time, rather than employees earning overtime for a given pay period, when possible. And when payroll is more efficient, salaries and payments go out on time – which makes everybody happy.

#10 Finance:

An MRM solution improves cash flow and speeds up billing, by helping the finance department to speed up all payment and processing operations, as well as reduce invoice and settlement disputes. Financial reporting is also faster with easy-to-create and distribute reports that demonstrate savings and productivity throughout the organisation. This is possible because an MRM program can help to automate the entire workflow – moving from paper to digital.

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Scheduling software has long been a foundational technology for field service companies allowing them to meet customer demands. Michael Blumberg lifts the lid on all of the key aspects of this crucial tool...

If you have spent any time in Field Service, you probably understand the importance of managing service delivery functions against key performance indicators (KPIs). Among the most critical KPIs in the Field Service Leaders track are First Time Fix (FTF), Service Level Agreement (SLA) Compliance or Onsite Response Time (ORT), and Mean Time to Repair (MTTR). These KPIs measure the effectiveness of a Field Service Organization (FSOs) in delivering quality service in a timely manner.

The inability to meet KPI targets may result in exponential costs, customer attrition and loss of revenue; whereas the ability to exceed customer expectations can result in customer appreciation followed by an increase in profit margins and sales. To effectively schedule/dispatch the right technician to arrive on time with the right parts and skillset plays a significant role in meeting these outcomes. This is definitely not a small feat for your typical FSO.

"Scheduling and dispatching Field Service Engineers (FSE) poses a challenge for most FSOs, particularly those with more than 5 FSEs. The reason behind this is there are many variables and factors involved..."

Scheduling and dispatching Field Service Engineers (FSE) poses a challenge for most FSOs, particularly those with more than 5 FSEs. The reason behind this is there are many variables and factors involved.

An FSO with only one or two FSEs and a few customers may not perceive scheduling to be a major challenge. The volume of service requests may be relatively low while the options of who, when and where to send them may be rather limited. Scheduling becomes more of a challenge as the volume of service requests (i.e., customers) and the number of FSEs increases.

Adding to this complexity are the business objectives and/or constraints an FSO must optimize to meet its scheduling requirements.

With additional constraints or objectives, the more difficult it becomes to produce a solid schedule. For example, if the objective is to only meet a response time commitment to the customer, then the decision is easy - assign the FSE who can arrive in a timely manner at the customer’s site.

If FTF, MTTR, and/or SLA Compliance targets are also part of the equation, it becomes even more difficult to produce that solid schedule. Adding a profit margin objective, high call volumes, multiple geographies, and a sizable pool of FSEs, the decision becomes even more overwhelming.

"The reason why scheduling is so excruciating of a task is that there are numerous factors that an FSO would need to create and evaluate to determine the optimal assignment for each FSE..."

The reason why scheduling is so excruciating of a task is that there are numerous factors that an FSO would need to create and evaluate to determine the optimal assignment for each FSE.

This is a time-consuming activity that requires an extensive amount of computational power to achieve. Many companies have suffered from a loss of time and resources in dealing with confusion and potential human error. The solution is Dynamic Scheduling Software.

Dynamic Scheduling Software provides FSOs with the feature-rich functionality that streamlines, automates, and optimizes scheduling decisions.

This technology ensures the FSO sends the assigned technician to the right job having the proper skill set and arriving on time. These applications typically leverage a scheduling engine that optimizes FSE job assignment. Scheduling engines vary in their complexity ranging from those based on business rules to Linear Programming (i.e. goodness of fit) techniques, Operations Research Algorithms (e.g., Quantum Annealing, Genetic Algorithms, etc.), or Artificial Intelligence (AI)/Self-Learning applications.

The complexity of the scheduling problem, number and types of resources involved, duration of tasks, and objectives to be optimized play a role in determining which scheduling engine is most functional.

Critical factors to consider may include whether the scheduling engine can handle:

1. multi-day projects or short duration field service visits,
2. people and assets (e.g., tools, parts, trucks, equipment) or solely people,
3. the number and types of KPIs that are part of the objective, and
4. route planning requirements.

In evaluating Dynamic Scheduling Software, FSOs are also advised to consider the following criteria:

• Cloud versus On-Premise Deployment Options
• Speed and Ease of Implementation
• Integration with Back-office Systems
• Availability of Real-time Visibility by the Customer
• FSO Requirements for Best of Breed or Integrated Enterprise Solution
• Total Cost of Ownership
• Return on Investment
• Vendor Industry Knowledge and Experience

There are over a dozen software vendors who offer some form of dynamic scheduling functionality for field service.

Obviously, no two Dynamic Scheduling applications are alike. Each one has their points of differentiation. The best solution is a function of the level of importance the FSO places on each criterion and how each vendor meets these criteria.

Regardless of which vendor is selected, the benefits of Dynamic Scheduling are clear.

In fact, industry benchmarks show that companies who implement these types of solutions can achieve a 20% to 25% improvement in operating efficiency, field service productivity, and utilization. The impact on bottom line profitability and customer satisfaction is substantial. To enable FSOs to provide customers with an Uber-like experience and significant profitability, FSOs should consider deploying Dynamic Scheduling Software as part of their service delivery infrastructure.

Michael Blumberg, is President of the Blumberg Advisory Group 

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We are undoubtedly entering a new era of technology, automation and innovation, but in a world of rapid industrial evolution how will regulations also adapt? 

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"Everything is true… everything anybody has ever thought." Philip K. Dick – Do Androids Dream of Electric Sheep

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It is impossible to escape from the fact that technology, and increasingly artificial intelligence (AI), has transformed everyday life.

It all started with how we play our music, but Apple's Siri and Amazon's Alexa (along with other similar "virtual assistants") now have a daily interface with many of us. We are also, increasingly, now daily users of the Internet of Things (IoT) – connecting up smart fridges, boilers and alarm systems, each controllable from a smartphone. The "everyday" form of AI is almost unavoidable in the modern home, but, while not necessarily as obvious to you and me, there is also an ongoing, yet unseen growth in AI in the manufacturing sector.  What is still lacking, however, is concrete regulation in place for the use and development of AI in the industry.

This article looks at where AI regulation might be implemented and, specifically, what impact both AI has, and its regulation would have, on the manufacturing industry and what role the UK might have in this ever-changing sector.

What is "Industry 4.0" and how is AI related?

The term "Industry 4.0" is not a new one.  It relates back to discussions in 2012 of a forthcoming "Fourth Industrial Revolution", the idea being that the current trend of automation would increase, with technology enabling "smart factories". These factories take existing automated assembly line structures and include a cyber element, allowing for the underlying manufacturing machinery to communicate with one another and with the wider factory system as a whole via an IoT setup – increasing efficiency.

Machines with autonomy

The whole process is, and would still be, overseen by a human element, who the machines can also communicate with.  But one of the main goals of Industry 4.0 is to have the machines operating in a decentralised way and with as much autonomy as possible save only where exceptions, interferences or conflicting goals require additional input.

How is AI being used currently?

"So far, so sci-fi" you might think, but Industry 4.0 is alive across our manufacturing industry and there are already plenty of examples of manufacturers using this kind of technology across the sector.  Developments are being pioneered by high-end technology companies such as Tesla, Intel and Microsoft on an international scale, some through mere investment or others through actual manufacturing and application.

AI efficiencies and cost savings

Siemens has been using neural networks for a number of years in monitoring the efficiencies of their steel plants.  Siemens is now using this prior experience to make waves in the manufacturing AI sector, using AI to monitor variables (e.g. temperature) on their gas turbines which then adjusts the operation of the machine for increased efficiency and without unwanted by-products.

Others use system masters to spot potential problems and possible solutions, often before a human operator would notice such issues.  The use of this technology has resulted in positive improvements across their smart factories, reducing maintenance costs, as AI can now detect wear on machinery long before it becomes unmanageable.

The UK's role in AI and plans for regulation

In the UK, The Manufacturer's Annual Manufacturing Report 2018 conducted a survey on the possibility of a more widespread use of "smart factories" - 92% of senior manufacturing executives believe that digital technologies (including AI) will enable them to increase productivity levels.  Yet, the UK is generally seen as "lagging behind" many other developed countries when it comes to implementing AI in the manufacturing sector.  Is this an example of the UK "traditional mindset"?  With estimates on global turnover of the "smart manufacturing" market soaring to a projected $320bn by 2020 – let's hope not!

Sector-led regulation

Despite technology advancing at a rapid pace, regulation of AI is yet to emerge.  Whilst some commentators have theorised a Skynet-style AI uprising if the sector remains as unregulated as it is today, the UK government has provided a more pragmatic voice. According to the House of Lords Select Committee's report on AI[1], the UK "is in a strong position to be a world leader in the development of artificial intelligence" and with this comes some required element of regulation.

The report "AI in the UK: Ready, Willing and Able?" makes several recommendations as to how the law may need to be updated to account for these new technologies, but also states that "blanket AI-specific regulation, at this stage, would be inappropriate". The Lords instead believe that a sector-specific approach should be taken, with three new governmental organisations (the Centre for Data Ethics and Innovation (CDEI), the AI Council and the Government Office for AI) each taking a lead role in developing regulatory policy going forwards.

Manufacturing sector

For the manufacturing sector, this is expected to cover a number of areas. A key area of focus is likely to be the availability of data access.  AI systems are notoriously expensive and this could clearly impact on the revenues of SMEs struggling to compete financially with international corporations if they were to be further bolstered by AI. A possible solution suggested by the Lords is to implement an "Open Banking" style model where some data can be made public in order to make the sector, as a whole, more competitive.

Safety concerns

Terminator references aside, safety is also one of the primary concerns in this new technology. The current law is a long way from Asimov's "Three Laws of Robotics" and currently fails to address liability issues if, for example, a worker was to be injured by a machine malfunction. As with all policy issues at the moment, the spectre of Brexit looms large and is specifically referred to in the Lords' report as an area of concern since many of the UK's AI initiatives are run jointly with EU counterparts.

Impact on workforce

Finally, aside from direct regulation, businesses across the sector must prepare themselves for potential changes in personnel. Much has been made of how AI will "cost jobs" but the reality is that work in this field is expected to create as many as are lost. It will be more a matter of retraining current staff to deal with the new equipment, and each business will have to assess how much of an impact this will have on their own operation.

AI promotion of innovation and growth

The use of AI in manufacturing will inevitably increase over the short-to-medium term before becoming the "norm" and with an encouraging approach taken by the Lords, aligned with UK Government – who are committed to regulation "that promotes innovation and the growth of new sectors while protecting citizens and the environment", it is likely that we can expect domestic investment in AI as well as the inevitable international investment.

Sustainable regulation required

As with all rapidly growing technologies, the focus should be on sustainable regulation (such as the recent developments in UK law on the use of drones).  However, while the regulatory forecast is still uncertain, what is becoming clear is a real sense of opportunity.

AI - an opportunity for all

With the possibility of the UK being front-and-centre of the new age for manufacturing, there is huge potential for our manufacturing and technology clients:

• those that embrace the change and move towards a technology-focused approach away from the traditional "industrial" style will surely benefit from the efficiencies that come with that change, and
• for the smaller UK SMEs and start-ups out there – dream big!  With the AI sector in such an early stage of development and with many larger corporations lacking the technological know-how (for the time being) to trail-blaze the industry, UK start-ups, with the technological background, have the opportunity to partner or contract with large industrials and have their say on what the future of the manufacturing sector looks like.

Womble Bond Dickinson takes a sector-based approach in all work that we do for our clients and are particularly strong in both manufacturing and technology.  If you have any comments or queries in relation to this article, AI in general, or questions about how we can help your business grow and embrace this new landscape, please get in touch.