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We have seen a seismic shift within the field service sector towards adopting a more proactive approach to service - but is this a mega trend in itself or is it indicative of an even bigger shift in the way we view service delivery?

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Within our industry we are currently seeing a seismic shift - that is the move towards predictive maintenance and whilst the traditional modus operandi of field service operations of a break-fix approach will likely still have a place within most service organisations processes for the foreseeable future, predictive maintenance, empowered by the Internet of Things, is becoming a massively prevalent discussion amongst companies in all sectors who are looking to seek enhanced competitive advantages over their peers whilst simultaneously improving their own performance efficiencies.

One company who have such developments on their roadmap is Daikin Applied UK who recently joined Field Service News and Salesforce for an exclusive webcast discussion on how service organisations are harnessing technology to bridge the gap between the mobile workforce and their customer bases.

Indeed, it is a topic that we have covered extensively here at Field Service News, but is this shift to preventative maintenance set to be a megatrend within our industry, as many are predicting, or is it suited to specific industries and certain organisations within those industries?

 

"Even within sub-sectors within manufacturing, we are seeing companies have different results and taking different approaches..."

 

“I think it is absolutely going to be a mega-trend,” commented Scott Flatman, Regional Sales Director, Salesforce during the session.

“It is going to be a real competitive differentiator for companies that want to go the extra mile and stay ahead of the competition,” he adds.

“I do think that we may see this in different guises depending on the industry, however. For example, manufacturers at the moment seem to be at the forefront of this shift, but then even within the wider manufacturing industry it would be wrong of us to broad-brush it as a complete mega-trend.”

“Yet even within sub-sectors within manufacturing, we are seeing companies have different results and taking different approaches.”

“For us, this capability of connecting our products to our customers and to our business is really important, but it is not a one size fits all solution,” adds John McCarthy, CRM manager, Daikin Applied UK.

“It is certainly a trend across a lot of the sub-sections of our industry but it won’t suit all of our customers. However, we do need to be offering these types of solutions, for us to continue to be a leader within our sector.”

Of course, it is this ability to tailor a service solution to customer requirements that is a critical part of the discussion not only around predictive maintenance but also service delivery in general in today’s markets, which are becoming increasingly customer-centric. But is there a direct correlation between asset connectivity and increased customer engagements and satisfaction?

 

"We understand that our technicians and engineers are the front line and the face of our business. So we put a lot of time and effort into ensuring they have the tools and resources that they need..."

 

“There certainly is,” McCarthy responds when this question is put to him.

“For us, we understand that our technicians and engineers are the front line and the face of our business. So we put a lot of time and effort into ensuring they have the tools and resources that they need as well as also giving our customers the tools and resources they need to get the most out of the services they get from us.”

“Ultimately this technology doesn’t take away from the fact that we have highly skilled factory trained engineers, but it certainly enhances it,” he adds.

“I think it is also changing the expectations of the customers,” comments Flatman.

“The very best service experience is to have no service experience at all. Let’s take the Daikin Applied UK use case as an example. If you have a chiller that is operating outside of its normal thresholds - wouldn’t be great if an engineer was passing on his or her way home wouldn’t it be great if they could drop in and give it a check, make some tweaks or perhaps perform a rest so they can resolve the issue before it arises - as opposed to a company having to wait for it to go down.”

“That can help avoid not just a negative service experience for the contact, but also avoid all of the compound issues that could arise from that one failure.”

“If we can help our customers avoid that happening, who can then help their customers and so on, for me that is going to be the real win for businesses.”

This is perhaps the true mega-trend that preventative maintenance is part of the shift away from a number of businesses operating only alongside each other in a transactional way, to organisations becoming much more integrated partners within a true business ecosystem.

Indeed, this concept is at the heart of what many in the sector are now calling advanced services, which can yield greater profit margins in a much more stable business environment and predictive maintenance is set to become a cornerstone of such approaches to service in the not so distant future.

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Our series of excerpts from the exceptional industry guide 'Mobile Resource Management for Dummies', which has been commissioned by Verizon Connect has so far explored Understanding Digital Transformation in a Connected, Mobile World  also Thinking Outside the Silo and Harnessing the Power of Telematics, and Realising the Value of Mobile Resource Managemen

Now in this latest excerpt, we turn our attention to how field service organisations can avoid Mobile Resource Management pitfalls whilst they drive greater employee engagement.

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

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If you need to catch up with the previous articles in this series you can find part one here, part two here and part three here.

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As with any new project or initiative, there are some common pitfalls to avoid when deploying a Mobile Resource Management (MRM) solution. In this excerpt, we shall look at some of these pitfalls and how to address them, as well as how to engage employees in every department throughout your organisation using the concept of gamification to coach and improve worker performance and drive a more satisfied, efficient and safe organisation.

You Can’t ‘Set It and Forget It’

MRM is a business strategy supported by processes and technology and used by teams throughout the organisation.

Although technology is a vital component, many organisations mistakenly focus purely on the technology and neglect to consider how supporting processes will map to the MRM solution, and fail to define or implement a strategy to gain user adoption.

 

"The goodwill created through co-consultation will quickly evaporate if people don’t understand how to use the software and how it benefits the company, their team members, and themselves..."

 

Although various teams throughout your organisation may have been consulted during the MRM planning process, don’t expect them to automatically embrace the new system or instinctively know how to use it effectively. The goodwill created through co-consultation will quickly evaporate if people don’t understand how to use the software and how it benefits the company, their team members, and themselves.

The level of personalisation will depend on the workflows and the capabilities of the solution being implemented. User training always needs to be built into any MRM project plan.

As well as covering tuition on software functionality and its benefits, group training is a perfect forum to formulate processes and ensure buy-in collectively from all teams. Tailored training programmes involving the system users or those with a vested interest in delivery – your MRM ‘advocates’ or ‘champions’ – need to be developed.

In this way, the system will be seen as a universal corporate tool and not just one department ‘selling’ it.

A common pitfall (discussed in our article in this series on 'Thinking Outside the Silo') is trying to cobble together your own MRM system by integrating siloed best-of-breed solutions in-house. The ever-changing applications make constant connectivity a difficult, moving target that’s costly to set up and that requires a long-term and expensive commitment, relying on a small team/person with highly specialised knowledge – this can be a very high-risk proposition.

 

Don’t Just Throw in the Kitchen Sink

As the saying goes: garbage in, garbage out.

Spend time cleaning up your data – especially any data that includes addresses. Have you maintained a consistent style or format for data entry? Doing some data validation to determine whether your data is in the proper format goes a long way towards helping to make your data more usable.

One of the fundamental deployment errors in any new system is simply ‘forklifting’ your data from the old system to the new one. Before you begin the process, separate, segment and streamline your data. Work out which segments are relatively clean and which will need additional cleansing. Think clearly about what you want to put in and what will actually be relevant day to day. What data is going to get users to actually want to use the system? Remove out-of-date activities, as well as organisations and contacts that haven’t been touched recently. Relevancy is a guaranteed way to overcome user resistance.

Don’t just focus on addresses – think about time windows, skill sets, delivery days/dates and other common data.

These will all impact the effectiveness of your MRM solution if they’re not accurate and up-to-date. Have a clear, consolidated, centralised database of all your fleet/asset information to avoid delays and frustration, especially at remote locations.

Taking the necessary steps to fix any issues or errors in advance will significantly improve the MRM data conversion and implementation process.

 

Establish Your Mission

While your drivers, technicians or crews may be a subset of a larger business, there’s no reason why that subset shouldn’t have its own mission that aligns and supports the overall corporate mission.

 

"While your drivers, technicians or crews may be a subset of a larger business, there’s no reason why that subset shouldn’t have its own mission that aligns and supports the overall corporate mission..."

 

Once the mission is established, it’s time to break it down to individual objectives that support the mission. For example, the mission may be to operate the safest fleet in your region, so the objectives may include reducing speeding incidents, Hours of Service (HOS) violations or vehicle idle time.

Create measurable key performance indicators (KPIs) from the established objectives and keep them as specific as possible. No matter what your objectives are – increasing productivity, decreasing fuel costs, improving the safety of your crews or increasing asset utilisation – the secret to achieving them is keeping them Specific, Measurable, Achievable, Realistic and Time-bound (SMART). You then need to connect your entire organisation to the established goals.

 

Align Your Objectives

Review your objectives to ensure that they align with business operations. For example, if your company puts working as fast as possible first and safety second, then setting an objective to reduce speeding won’t align. Get your company influencers (normally managers or supervisors) involved to review and align to the objectives.

Your managers need to be on board with the new objectives because they play an important role in influencing others, and ultimately help to achieve a successful outcome. After reviewing and refining your objectives, and aligning them with your organisation, you’re ready for deployment.

 

Plan Your Rollout Across the Organisation

If you’re rolling out at multiple locations, draw up a coordinated plan.

Ensure that all parties are on the same page and engaged across the entire organisation – not just in the main office, but at all remote sites. Everyone needs to be aware of the deployment plan and the local champion/team must have everything prepared for deployment at their site on the agreed day/time.

Clear and concise internal communications are critical to ensure a smooth rollout.

Scope the deployment properly first: don’t move the goal posts during implementation. This is very difficult to do, as local variance and conditions means that tweaks are needed but they can cause delay.

 

What Is Gamification

Gamification is the use of game mechanics in a typically non-game-oriented context.

Gamification is used by software companies to build business applications that increase engagement and participation while accelerating learning. It leverages the human instinct to compete with ourselves or others, with the objective of encouraging teams to achieve company-wide goals.

For example, you can deliver greater safety and compliance by giving near real-time data to drivers so that they can track – and eventually improve – their own performance, or improve productivity by empowering field workers to track near real-time performance metrics when completing work orders.

 

For gamification to be most effective it needs to be ‘refereed’. This means monitoring results, providing incentives and celebrating wins...

 

For gamification to be most effective it needs to be ‘refereed’. This means monitoring results, providing incentives and celebrating wins. It can’t just be a new fad or flavour of the month initiative. Instead, it must become part of the fabric and culture of the business otherwise results will slip and workers will return to their old habits.

To monitor the results, you need a scoreboard to help reinforce the KPIs so that your employees know what they’re playing for.

The system takes the predetermined metrics and generates a score, then lets the employee see how they perform against their peers. It’s an opportunity to improve behaviours and perform with pride because they see metrics that show a direct correlation to how they’re helping to make their operation successful.

Managers can compare employee scorecards and the types and frequencies of training content being accessed to different metrics such as the rate of accidents, lost-time injuries and productivity, and draw direct correlations between what moves the needle and what doesn’t.

Done right, gamification can be more than just a passing fad.

The data derived can be a powerful force for change in your organisation – you’ll see more than better business results: you’ll have employees who feel more engaged and appreciated, recognised for good performance on the job and motivated to do their best.

 

Want to know more? The full eBook is available as premium content to fieldservicenews.com subscribers. Access it now on 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.

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Kris Oldland, Editor-in-Chief, Field Service News talks to Kevin Starr of ABB's Oil and Gas Division, to get his take on just how pivotal it is we all get on board with the digitalisation agenda…

Kevin Starr, Program Director, Advanced Digital Services, for ABB jokingly refers to himself as someone who is just getting started, having spent 31 years in the industry.

Given Starr’s wide-ranging background which encompasses installing industrial automation, working with pneumatics, then electrics, DCS and now digital and across roles that include R&D managers, software developer, data scientist and cloud specialist - he is perhaps the very personification and embodiment of how the field service sector is in constant flux on a journey of continuous evolution.

Yet, underneath all that evolution, there also remain fundamental goals in place that we mustn’t lose sight of either.

As Starr himself explains - across his varied career the core objective for ABB, regardless of the technology surrounding the discussion is always to allow their clients to “hit their value, production and quality requirements by providing them with solutions.”

 

"Regardless of the technology surrounding the discussion is always to allow their clients to “hit their value, production and quality requirements by providing them with solutions...”

 

However, Starr also absolutely sees a convergence in the various skill-sets he has honed across his career in the area and era of digitalisation we are all working within today.

Indeed, certainly within field service circles, when it comes to digitalisation Starr is to be regarded a leading subject matter expert – a fact that is attested to the fact he is a highly sought-after speaker at industry conferences as well being the host of a successful YouTube series and author on the topic.

“We definitely are in the industrial revolution 4.0,” Starr asserts with conviction when I spoke to him recently during whilst recording a forthcoming episode of The Field Service Podcast.

All well and good, but what exactly does this shift to the Industrial Revolution 4.0 actually mean in real terms for most companies, who perhaps are lacking the innovative streak ABB certainly have embedded at their core.

Whilst there are undoubted opportunities to be had, for many it means stepping into a brave new world of the unknown and for many, this can be a daunting proposition.

“We are definitely moving into an area where our customers may have some new concerns and fears. There are some misunderstandings that need clarification and there are a number of different issues relating to digital that they have to consider," Starr explains continuing, “so what we’ve tried to do is make this discussion feel more real for them, we’ve tried to make it concrete and actionable.”

 

"When clients hear things like Data Science, Cloud Computing, Big Data, and all the other tech jargon that is being thrown around, they can get nervous...“

 

When clients hear things like Data Science, Cloud Computing, Big Data, and all the other tech jargon that is being thrown around, they can get nervous.”

Additionally, the wave of technological innovation we are witnessing today is only part of the sea change of disruption that currently surrounds us.

“It is something of a perfect storm,” Starr agrees expanding on the topic.

“There is an ageing workforce, there is knowledge retiring, there are new people coming into the workforce who just aren’t ready to spend thirty years with the technology,” he adds.

Yet, it is exactly within these challenges that Starr sees big potential for innovation.

“We have here some opportunities to really change the game for our industrial clients and along with this is what is really an industrial explosion of automation.,” he explains.

“When I started off the controllers were on a wall, so the size of the service was aligned with the physical proximity of a wall. Now, you have dots on a screen. Where once you might have had thirty or forty devices, now you have three or four thousand.”

 

"What we’ve always done in the service space, doesn’t work today..."

 

This anecdote serves as a stark example of just how much service delivery has moved within just a matter of decades.  In terms of actual service delivery, automation, particularly in industrial sectors, has made the way work today almost unrecognisable from how things were done in the past.

This is something which needs to be fully understood and acknowledged for companies to be able to bring their business and operational processes in line with modern means of tackling service delivery.

“What we’ve always done in the service space, doesn’t work today,” Starr states bluntly.

“What this means is that there are a lot more failures, a lot more downtime and a lot more product instability. This leads to a lot more fear, uncertainty and doubt  - because if that phone rings and your client calls you and says my system is down - what do you do?  That is a terrifying call to get and it always has been, but with digital, we can solve all that.”

“In the Oil and Gas sector, for example, we have clients who are trying to remain competitive in an industry in which price changes sent a complete shockwave through the sector. Companies who used to have large corporate staff are shrinking, with reduced manned or unmanned solutions becoming more prevalent.”

“Yet, most solutions involve people working on a system, so we truly have a gap. We’ve got to keep the site running but we also have to make our production and our quality efficient - and of course first and foremost we have to make sure our people are safe.”

“To me, the digital arena is what will allow us to use devices to reduce this problem space.”

Of course, many of the challenges that Starr outlines are also prevalent in sectors well beyond the Oil and Gas industry and searching for solutions for those challenges within the digital realm is now well established as the correct path to follow.

Yet, one of the reasons perhaps Starr has proven to be such a popular speaker on this topic is his ability to blend the technical and the practical and to help those listening to visualise how the often vague concepts sitting under the umbrella of digitalization will manifest in real, pragmatic terms – something he demonstrated again when we spoke with a particularly neat and effective summary of how the implementation of such tools can really have a significant impact on service delivery.

“It’s kind of like a heads-up display in a car. When I have a problem, it advises me so I then know when to dispatch somebody and make sure they have the right tools at the right time,” he explains.

 

"When that happens, great things happen and you can actually push through and hit production, quality and cost to produce levels that have literally been unheard of..."

 

“When that happens, great things happen and you can actually push through and hit production, quality and cost to produce levels that have literally been unheard of.”

“That’s what keeps me just giddy with excitement,” he says before adding wryly “but if it was easy it would already be done.”

Here, of course, Starr has hit the nail firmly on the head with regards to the current dichotomy most service companies find themselves in.

Whilst it seems that digitalisation of service delivery offers us great opportunities they equally bring additional challenges. As with many things in life, it appears there is an ever-evolving arms race between these two. As one challenge is solved thus creating new opportunities, so a new challenge is born.

With this in mind, I was keen to see if Starr sees field service today as something that has been simplified by technology, or in particular as we consider the vast amount of data we are now generating, has it actually become further complicated?

“I was always one of ABB’s smart guys with a bag of tricks. If there was a problem I’d get a ticket and I’d go fix the site. But I was always able to do that because the problem space wasn’t as huge as it is today,” he replies.

“Today our guys have to worry about cyber attacks, IT Security, Back Ups, Disk Space, Uptime, Communication, Visualisation and much, much more – so it’s very difficult to have someone who is an expert in all of those areas - and we’ve got to quit trying,” Starr explains.

“What’s different now is that the components being produced, and ABB makes an awful lot of these, each has their own digital signatures. Basically, they have a built-in data stream associated with the asset.”

 

"If I go outside and see a vapour trail in the sky I know a jet went by – even if I don’t see the jet. That’s the same principle on every single connected asset – it will leave a digital signature behind it..."

 

“For example, if I go outside and see a vapour trail in the sky I know a jet went by – even if I don’t see the jet. That’s the same principle on every single connected asset – it will leave a digital signature behind it.

“I was fortunate to have been the fireman and put the fire out on the site, but I would think ‘If I had just been here yesterday and I could have seen this data trail I could have prevented the failure.’ So that’s where we started packaging that and we called those diagnostic solutions, benchmarks and fingerprints - where we would provide scope and insight.”

“We would go and harvest the data and fifteen or twenty years ago that was very difficult. We would go and hook up resistors and current line – but we learned the technique.”

But it was time well spent and a highly precipitous move that has placed ABB perfectly at home in today’s world where there is more data and storage than they’re ever has been.  And a reflection of their expertise in this area is that they are now getting more requests from customers for us to go and look at there data than ever before.

As the conversation begins to conclude Starr offered up one ore excellent anecdote that really helps visualise the importance of digital in service delivery today.

“I was driving along the road in Vietnam the other day when we came to a bridge across a river,” he begins.

 

"That’s what modern service is – you can either fish with a hook or fish with a net..."

 

“On the side of the bridge there were two men fishing with a line, but in the shallows, there was a man fishing with a net – and he was bringing in a far greater haul than those two guys with their lines.  I thought to myself, that’s what modern service is – you can either fish with a hook or fish with a net.”

“In our world of automation, you don’t need to physically go and touch every single asset, that is hurting people, putting them in harm's way. When there are digital components you can actually send out agents, pull that digital signature back, run data analytics and compare it to known failure rates, known performance and you can tell exactly where your systems are.”

“So you can actually know if your safe reliable and optimised and you can demonstrate it.”

If your organisation hasn’t done so already perhaps it’s time to start thinking about what your digital net should look like as well?

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Subscribe to The Field Service Podcast to be sure to hear the full interview with Starr by clicking here

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Samir Gulati outlines four key technologies that are forming the bedrock for twenty-first century field service...

Twenty-first-century technological advancement has transformed how businesses everywhere communicate and interact with their customers.

Gone are the days of the occasional customer service call. Mobile technology has forever changed how people connect with product and service providers.

Field-service businesses that have yet to embrace digital customer engagement methods and tools must work quickly to do so. Modern consumers don’t like losing whole days waiting for calls from service personnel. They expect field service companies to use the latest technology to streamline the customer experience, create visibility into appointments and reduce hassle.

But which technological innovations should field service providers focus on? Here are some of the key technological tools gaining steam among the customers of the connected age.

 

Customer portals

Because of the pervasiveness of mobile technology, customer portals are everywhere.

Although the quality of these web-based assets varies from business to business, there are a couple essential components that creators of customer portals will always include:

• Information-rich, personalized dashboards allow users to view critical service data.
• Payment and account management give customers transparency into their past service requests and a place to pay for services rendered.

With tools like these, customers can serve themselves, which 67 percent prefer over speaking directly with a customer service representative. That said, direct communication tools such as instant messaging are still valuable, especially if they connect a customer with their personal technician or central dispatch.

These features not only meet the high standards of connected customers. They also simplify field service operations and reduce the likelihood of miscommunication between the provider and the customer.

 

Internet of things:

The internet of things is perhaps the most powerful innovation transforming business-to-consumer interaction today. At the moment, more than 11 billion IoT assets are active worldwide. By 2020, that figure is expected to jump to around 20.4 billion, a good number of which will likely be part of connected field-service operations.

In the field-service industry, asset-based deployments are common. Sensors embedded in equipment or appliances leverage internet connectivity to notify owners or even field-service providers when maintenance may be required, accelerating the repair process. Technician facing IoT workflows are also common and use geolocation to track service teams and route them to customers in need.

 

 

Smart home technology:

Even though web-enabled smart home technologies have received a lot of buzz in recent years, relatively few homeowners have adopted such solutions: In 2017, only 10 percent of families across the had any connected home solutions.

But smart home adoption isn’t unlikely to remain this low for long. Consumers are beginning to understand how much time and money smart home tech can save.

Field-service companies in the utility sector are catching on to the building momentum behind these innovative hardware and software solutions. Smart thermostats, for example, give customers greater visibility into—and control over—their electricity and gas usage. They also give technicians a better way to leverage data in order to provide personalised service and communicate effectively with the customer and the manufacturer.

 

Augmented reality:

Reality, augmented by real-time data, delivers benefits to connected customers by giving their technicians all the resources they need to perform perfect maintenance.

Field-service companies of all sizes are leveraging these tools to revolutionise on-site operations. Many are equipping technicians with augmented reality headsets that allow them to view updated product operating instructions or best practices while performing maintenance or repairs. Others are using these tools in training exercises so new technicians can ramp up quickly.

 

Summary: Embracing Innovation:

Field-service providers without these technologies may still be tempted to hold off on adoption. Perhaps they find these solutions too expensive or too complicated to deploy at the moment. It’s up to the decision-makers at these companies to decide what’s viable and what isn’t.

But these leaders should not underestimate the power of creating a bold new strategy for technology. It can lay the groundwork for excellent service effective operations in the age of the connected customer. As technology moves forward, so do consumers.

Field-service enterprises would be wise to recognize this reality and put into place up-to-date hardware and software that meets the needs of those driving the modern marketplace.

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Samir Gulati, is Chief Marketing Officer, ServicePower 

 

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It seems there has been something of a convergence between the worlds of rugged manufacturers and their consumer peers across the last few years. In the past, the two occupied very separate worlds.

Rugged was very much the world of heavy, chunky, and robust devices, whilst the consumer equivalents were sleeker, more refined and more likely to break if they got dropped.

Today, however, the line has certainly blurred substantially in the middle. Take Xplore’s R12, a fully rugged tablet that smartly converts into a two-in-one powerful enough to be a more than adequate replacement for a desktop let alone a laptop.

Now, whilst the R12 may still look like a heavyweight lining up against a featherweight if put alongside a Microsoft Surface, which would be its most suitable comparison within the consumer realm, it by no means fits the traditional image of a rugged device - i.e. cumbersome, bulky and awkward. It is a sleek looking and excellently engineered device whose lightweight feel belies its robust rugged credentials.

Of course, this is not a one-way street either.

 

"Consumer devices are increasingly likely to have higher certifications that we previously only would have seen in a rugged spec..."

 

Consumer devices are increasingly likely to have higher certifications that we previously only would have seen in a rugged spec sheet.

Take for example Samsungs current flagship smartphone the Note 8.

Not only does have an impressive 6GB RAM on an 1.7GHz octa-core processor making it an exceptionally fast device, but it also has its own Dex docking station that essentially turns it into a mobile desktop by allowing you to plug into a TV or Monitor via HDMI - something that could be hugely useful for the field engineer who needs to give a presentation whilst on the road for example.

Then when we add into the equation that the Note 8 is certified at IP68 (meaning it is essentially impervious to both water and dust ingress) could an argument could be made for it being a strong device for field service use.

We recently hosted a fieldservicenews.com exclusive webcast with rugged specialists Xplore Technologies and the topic of what defines rugged manufacturers against this backdrop of blurring lines was a major talking point within the session.

Our panel consisted of Steve Priestly and Cliff Adams, VP International Sales and Product Marketing for Xplore respectively as well as Bob Ashenbrenner, President of Durable Mobile Technologies.

 

"With the lines beginning to blur between rugged and consumer mobile devices, is there more to why an organisation should choose to work with a rugged manufacturer other than just the specs these days?"

 

The question was put to the panel ‘With the lines beginning to blur between rugged and consumer mobile devices, is there more to why an organisation should choose to work with a rugged manufacturer other than just the specs these days?’

Priestly was the first to respond “I think you raise a very good point in terms of the lines becoming more blurred. At Xplore, where we have more than 20 years worth of experience, we would say that maybe the words are blurred but the principals of building a rugged device are not blurred at all - they a very common.”

“We have built rugged devices from the ground up, with the most rugged of architectures to support all the elements of rugged mobile working.”

 

"I think one of the areas that people get most confused is IP68 - well what does that mean in a rugged environment?"

 

“I think one of the areas that people get most confused is IP68 - well what does that mean in a rugged environment?”

“What is most important in the enterprise environment is for us to be able to demonstrate that we are rugged, we are classified in the industry standard specifications but our product still has all of the appropriate I/O, accessories and capabilities to be able to run the workflow of the mobile worker.”

“That has to be the same across all of our devices and whilst we may share some common specifications with a consumer manufacturer,  but that doesn’t mean they are as rugged as the products we provide”

Ashenbrenner also concurred with Priestly’s sentiments further adding:

“A lot of consumer devices have very little I/O [input/output]and in an enterprise environment having the right amount of I/O  is really, really important,” he explained.

“Now, without I/O it is fairly easy to make an IP68 device - there are very little openings for water or dust to get in. So these consumer manufacturers have sort of stumbled upon an IP68 rating and have thought they that’s one of the things the rugged guys talk about, let’s declare that we’re rugged -well that’s not how it works.”

 

"IP68 is just one feature. It doesn’t cover knocks, it doesn’t cover drops, it doesn’t cover other abuses such as vibrations and such..."

 

“IP68 is just one feature. It doesn’t cover knocks, it doesn’t cover drops, it doesn’t cover other abuses such as vibrations and such. So my advice to field service organisations is don’t be fooled by that one rating they accidentally got when that is only part of the bigger picture.”

“One thing I would just add is that one thing the IP rating doesn’t give you in terms of dealing with a rugged environment is the ability to operate within a wide range of temperatures,” Adams commented.

“If you are going to be operating out direct sunlight or if you are going to operate in a location where there are extremely cold climates, that wide temperature range is something that you will not find on a consumer device. If you need to perform in such conditions then a rugged device has to be the obvious choice there.”

“This is especially true when it comes to tablet devices, where you are running full feature software applications that consume a lot of processing power. A sealed consumer tablet will not have a fan, something which is critical to maintaining the full power of the CPU in those hot environments.”

[quote float="left"]The Xplore range of tablets have internal fans that are isolated from the elements so they can still  have a high IP rating whilst being able to dissipate that heat and maintain that processing power[/quote]“For example, the Xplore range of tablets have internal fans that are isolated from the elements so they can still  have a high IP rating whilst being able to dissipate that heat and maintain that processing power.”

It is of course, these often nuanced details that can get overlooked when we are looking at spec sheets, especially when as is often the case, the purchasing decision is largely driven by either by members of the field service operations team who may not have the deep technical knowledge to be able to fully compare the two devices, or alternatively IT professionals who perhaps do not have the operational experience to fully understand the complexities of the various operating environments the devices will be utilised within.

Another major difference between rugged manufacturers who are serving the enterprise market and more consumer-focused manufacturers is the frequency with which they update their devices - with consumer devices generally going through an upgrade cycle far more regularly than a rugged equivalent.

Whilst, in the consumer world this ongoing arms race between manufacturers to produce devices that can outperform their competitors is one sense advantageous in that it drives continuous innovation and technological advancement, in an enterprise environment such constant change can actually be a negative.

 

"One of the key requirements for a device used by field service engineers is reliability..."

 

One of the key requirements for a device used by field service engineers is reliability - so it is, therefore, essential that the devices a service organisation deploy to the field are stable.

In addition to this in today’s world where security of data is paramount and the threat of cyber attacks something all companies must be vigilant Mobile Device Management (MDM) is a major consideration - something that can become a significant headache for companies that are tied into the faster pace cycle of device and OS upgrades of consumer devices.

So the longer shelf life of rugged devices designed specifically for use within a business environment is another major plus in their favour - but even then there must be a balance between stability and ensuring the tools you provide your field engineers with are sufficiently up to date to deal with the demands of the software they are using.

This leads us to a critical question - just how long should we wait before we roll out new devices to our field workers? And how should a field service organisation assess the decision of whether it is time for them to invest in new devices for their field engineers?

Most companies when they are deploying tablets and begin a project they think about a three-year time frame,” Ashenbrenner states.

 

"Three years is a good time frame to roll to new technologies and have an R.O.I (return on investment). However, the real issue is 'does it still do the job?'"

 

“That is because three years is a good time frame to roll to new technologies and have an R.O.I (return on investment). However, the real issue is 'does it still do the job?' and most of that comes down to software.”

“If the original device has enough processing power and memory to handle the software you are using - especially the updates that are pretty frequent, and also when new capabilities are being added that is when you tend to see people saying ‘hey this is still working, I can upgrade my software’ and this is when you can see the longer uses in the field - sometimes five years, sometimes even seven years,” he adds.

Adding a slightly different take on the question Priestly commented:

“To my mind, there are a few different things that come into the equation. Firstly, there is a financial discussion which says how long will the equipment be depreciated within the companies financial statements - and typically three years is a good answer to that. It fits well with other technologies and it allows them to look at it in a common way”

“But that doesn’t describe how it is used in the field. The challenge that Xplore faces is that things will dictate outside of this what the life cycle of the device is. It could be something as simple as data security that causes a change in equipment to drive an additional set of features.”

“Or alternatively it could be that everything is fine after the three years and they are getting free use from the devices for as long as they need to.”

 

"One of the things that Xplore would point to is that is in our longest running platform we reiterated the device to stay on top of the processing and memory requirements of the device and were able to do that for seventeen years..."

 

“One of the things that Xplore would point to is that is in our longest running platform we reiterated the device to stay on top of the processing and memory requirements of the device and were able to do that for seventeen years.”

“That is seventeen years within a single eco-system that an enterprise could get around. Yes, the device changed over time, but it remained the same form factor and enabled an enterprise to be stable within its use.”

“Whether that enterprise is a government facility, military would be a good example or perhaps a pharmaceutical clean room environment where the absolute top end of the specification is required - that is the type of thing that Xplore looks to - being on top of the changes in terms of the technical and customer requirement, whilst being able to provide stability for a long period of time both in our service and in our product capabilities.”

“That is a great point and something that must be considered,” Adams adds.

“Especially when we see consumer devices that come out that each have a slightly different form factor because they are really going for those aesthetic changes. A rugged device is really tailor-made for enterprise environments.”

 

"A rugged device is really tailor-made for enterprise environments..."

 

“Change isn’t necessarily good in such environments, stability is something can enable companies to keep costs lower and devices deployed longer and at Xplore, we understand that so we build our chassis so they can be upgraded over the years but still maintain common accessory eco-system over those generational upgrades.”

This is, of course, another hugely important consideration that is often overlooked within discussion around device selection for field service organisations - the range of accessories available. Most rugged manufacturers provide accessories such as vehicle mounts that are designed specifically to fit their devices and to ensure that issues like vibration don’t impact upon the device.

By maintaining the same form factor and chassis, rugged manufacturers such as Xplore are able to help their clients avoid the additional costs of new accessories each time they invest in new devices - something that can stack up to quite a considerable additional cost if you have a large field workforce.

Something that we’ve discussed a number of times in Field Service News that was also reflected within the webcast was that companies must have an understanding of the workflow of their engineers and then select their devices accordingly.

However, for many organisations there will be varying different roles being carried out within the field so how should field service organisations decide just how many different devices and form factors they should deploy to find a balance between equipping their varying types of field workers with devices suitable for their requirements and having to types of devices deployed - which again can cause problems when it comes to MDM?

 

"It is important to have the right device for the person and for the right workflow..."

 

“It is important to have the right device for the person and for the right workflow,” comments Adams.

“At Xplore, we offer an array of device form factors, but also within those form factors, we have an array of different computing options. So you could get an entry-level CPU if that works for the user and they don’t need a top of the line processor we can offer that, but then we also offer within the same form factor high performance options or even different I/O options - so there is a way an organisation can still manager a smaller number of devices and still provide a choice to the user so they are putting the right device in front of the right worker at the right time.”

“To add to that one of the things that should also be considered is the definition of the software to support the workflow you are trying to automate in the hands of the worker,” Priestly adds.

“That will dictate the type of data that needs to be input, the type of data that needs to be viewed and the type of data that any business information is driven from often dictates the type of device that will need to be used.”

“If there is a lot of form filling or repetitive tasks such as barcode scanning a handheld fits that bill very well. Then as you move between that and a larger device such as our twelve-inch tablet very much that is dictated to by the workflow itself.”

“Let me add a few real-life examples,” added Ashenbrenner as the discussion drew to a close.

“In utilities, you will tend to see all of the repair workers will use one type of device but meter workers and meter repair is a whole different area and so you will likely see handhelds being used in that situation.”

 

"Where beat officers on the front line might be using a tablet, detectives in the same police department tend to gravitate towards two-in-ones..."

 

“Another example might be in law enforcement, where beat officers on the front line might be using a tablet, detectives in the same police department tend to gravitate towards two-in-ones.”

Indeed, Ashenbrenner’s final point in the discussion is an important one that highlights just how many variables must be considered when selecting the right devices for your field workforce.

However, one thing that remains clear is that whilst on the surface it may appear that the lines between rugged and consumer devices are blurring, the reality is that for companies seeking to maximise their R.O.I from the mobile devices they use, there are far deeper considerations than headline tech specs - and this is where working with dedicated manufacturers such as Xplore can truly bring additional value to the table via their understanding and insight of how organisations will be utilising the devices in the field, how to extend the life of those devices where possible and of course how to roll out new devices whilst avoiding significant disruption to day-to-day field service operations.

The ball for the time being then remains firmly in the rugged court.

 

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Our series of excerpts from the exceptional industry guide 'Mobile Resource Management for Dummies', which has been commissioned by Verizon Connect has so far explored Understanding Digital Transformation in a Connected, Mobile World and also Thinking Outside the Silo and Harnessing the Power of Telematics.

Now in this latest excerpt, we turn our attention to how field service organisations can realise the value of mobile resource management...

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

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If you need to catch up on the previous articles in this series you can find part one here and part two here...

The full chapter this excerpt is taken from explores four key areas how field service companies can ensure they are realising the value of mobile resource management which are:

• Driving Productivity and Efficiency
• Reducing Costs
• Improving Safety
• Increasing Customer Satisfaction

Here we will look at the first of these in greater depth.

 

Driving Productivity and Efficiency:

Productivity, a word loved by managers, is conversely often a word that has frightened many an employee. To them, it just sounds like more work and an opportunity for supervisors to be looking over their shoulders.

But increasing productivity isn’t about being a drill sergeant. Rather, it’s about empowering your team, boosting efficiency and helping – not telling – your employees how to better spend their time.

The fact is that an employee who goes home at the end of the day feeling like they’ve been productive and accomplished a lot is happier and more fulfilled than the not-so-productive employee who’s always looking to pass off work in favour of knocking off early.

In addition to improving worker productivity, there are some other positive and far-reaching benefits to using the right tools with your mobile workforce.

These include:

• Less time spent on non-profitable administrative tasks such as data entry, tracking compliance and paperwork
• Faster processing of compliance requirements such as vehicle inspections.
• Less time spent on paper-based compliance logs for technicians and drivers.
• Quicker and more accurate generation of near real-time service reports.
• Improved customer service and capturing of client data for more effective management of support tickets, sales calls and marketing campaigns.
• Lower hardware costs and easier deployment using the mobile devices your team’s already carrying.

Several opportunities for driving productivity and efficiency in a modern mobile workforce include:

• Streamline work order management.
• Make paper forms disappear.
• Automate regulatory compliance.
• Perform required pre- and post-trip vehicle inspections.

 

Streamline work order management

Keeping teams in the field at their most productive is easy with prioritised mobile job management. Scheduled jobs are provided directly to the worker’s device at the start of their shift.

You can prioritise jobs based on:

• Location
• Proximity to the technician
• Service-level agreements (SLAs), such as time window restrictions on when the job can be done
• Manual overrides

Jobs can be signed on the device by customers and automatically marked as completed on departure and transmitted back to base in near real time. Or, conversely, any issues can be immediately reported back to the office for timely review and resolution.

This means less non-productive time for teams outside the office, fewer miles, more productive time on the clock and better customer service. Mobile job management keeps both workers and customers happy.

 

Make paper forms disappear

Getting your teams to keep their paperwork up-to-date is never easy, but it’s crucial to your service operation. Automation of forms on a mobile device, such as a smartphone or tablet, can be a huge time saver for your business.

Paperless forms help you to:

• Log the right information on the right form at the right time
• Keep job history accurate
• Update customer records or government compliance
• Automate the process so that correct invoices are raised automatically (adding to the bottom line)
• Ensure that internal reports and dashboards are current

To improve the accuracy and timing of required paperwork, mobile automated forms are a crucial tool for today’s mobile worker. The impact of reducing the paperwork burden on your drivers and field workers can also improve employee retention.

Electronic forms also save time and reduce errors for your back-office staff who no longer need to decode handwriting from paper forms and manually enter it into the system. All the job information gets saved directly into the database from the driver or field worker’s connected device.

 

Automate regulatory compliance

For any company with a fleet of vehicles, government regulations are a cost of doing business. If you don’t have the right tools in place to comply with these regulations, your company can quickly find itself in hot water.

Automating your compliance processes can help to:

• Reduce workload
• Lessen audit risk
• Ensure that compliance is being met – correctly.
• Minimise fines and violations.

 

The best way to consistently remain compliant is by using a mobile workforce management solution. Not only does it take the guesswork out of deciphering rules and regulations, but it also speeds up roadside inspections due to the device being used for evidence of driver activity without the need to wade through paper logs.

The solution stores your drivers’ activities by recording on-duty, off-duty, sleeping, and driving events, and displays available duty hours.

This helps to streamline operations and eliminate paperwork. With a mobile workforce management solution, each driver is given a Driver ID, which is critical for not only reporting but also serving as a mobile time card.

 

Perform required pre- and post-trip vehicle inspections

Does your company require mobile workers to perform driver vehicle inspection reports (DVIRs)? Are you looking for ways to automate these reports and make sure that drivers complete them accurately?

DVIRs are commonly overlooked or completed without physically inspecting the vehicle, increasing the chance of fines for non- compliance, breakdowns or even accidents due to missed maintenance and malfunctioning safety features.

With a mobile DVIR solution, you can get immediate confirmation that the report has been completed and the driver did a physical walk-around inspection.

Using their handheld device, drivers scan a two-dimensional Quick Response (QR) code affixed to specific vehicle inspection points. This instantly verifies that the individual checkpoints on the DVIR have been completed. You can also add photos to the report when any damage or maintenance issue is identified.

  

Want to know more? The full eBook is available as premium content to fieldservicenews.com subscribers. Access it now on the button below... 

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Jan Van Veen, Managing Director, moreMomentum, continues his series of articles looking at how service organisations can drive revenue from their services by harnessing the IoT...

Solve bigger customer problems

In the previous issue of Field Service News, I wrote an introduction on the topic “How to Monetise Services and IoT”, covering the dilemma of many business leaders in manufacturing.

In this article, I will elaborate on the first of the three critical steps which often make the difference between success and failure:

• SOLVE BIGGER CUSTOMER PROBLEMS
• Articulate the value
• Build internal momentum for monetisation

Common mistakes in the industry

One of the common mistakes is focusing on the smaller problems and making only small incremental improvements to services or solutions.

 

"One of the common mistakes is focusing on the smaller problems and making only small incremental improvements to services or solutions..."

 

These are typically the standard next step improvements most competitors bring to the market as well. Although these are also necessary improvements – adding features to your solutions - to sustain your market position, they are unlikely to bring about significant growth or opportunities required to monetise. For example, think of new features that car manufacturers introduce to their new models or weekly computer software updates that occur without paying more.

Another common mistake is focusing too much on only the availability and use of the equipment. In most situations, the extra value is having a broader impact of the value creation process for our clients. In most industries, the purchase, financing, and maintenance of equipment is a small portion of the overall budget.

 

Truck manufacturers as an example

As an example, while the sale of trucks was shrinking dramatically, leading truck manufacturers like MAN, DAF and Scania discovered that discounting the trucks did not have that much of an impact. One of the biggest challenges for truck operators was reducing fuel consumption. The leading truck manufacturers took this challenge beyond aero-dynamics and engine efficiency, and developed data-driven services to reduce fuel consumption by improving the way truck drivers drove the trucks.

 

Discovering the bigger customer problems

The ideal practice is to:

• Solve the bigger problems in a significantly better or more efficient way for clients, or
• Solve any new significant problems for our clients

Before developing new services and solutions, it is crucial to have a deeper understanding of the challenges and problems that your clients face. The following activities will prevent any bias from long-standing experience and business norms:

• Reframe addressable customer needs with your team and colleagues who are involved. The aim is to have a broader view and scope on customer needs. Explicitly ban objections against the idea of servicing those needs.
• Focus on actual “jobs-to-do” for your clients and areas where they are struggling or could improve. For example, improving uptime may not be that relevant for clients with a low utilisation rate. Whether you carry out professional customer research or not, it is always good if various colleagues have frequent open conversations with different stakeholders about views on the industry, trends, challenges etc. Sharing the following simple diagram during such conversations is helpful for you and your clients to keep the dialogue open.
• Explore how your clients are solving problems and what suppliers are helping them.
• Also, explore the needs and challenges of the customers of your customers. This will give more insight into your customer’s needs.
• Explore what needs you could/should be addressed now and in the future. With these insights, you can extend and enhance your vision, strategies and roadmap for innovating your services and generating new revenue streams.

 

The Benefit

Manufacturers that solve the bigger problems can better articulate the value for customers and staff, have higher momentum for change and monetisation, generate new revenue streams and differentiate themselves more from the competition.

 

"Manufacturers that solve the bigger problems can better articulate the value for customers and staff, have higher momentum for change and monetisation..."

 

]They perform better and have more resources to keep innovating their business, enabling growth in a sometimes disruptive world.

Monetisation of services and IoT – Impulse Session

If you want to accelerate the monetisation of your (new) services and IoT, join our upcoming Impulse Sessions on “How to Monetise Service and IoT”. These are full-day interactive meetings with like-minded peers during which we will exchange our experiences, insights, and challenges.

Book your seat @ http://fs-ne.ws/1pMC30lpssC

Essence

Great offerings and solutions won’t sell themselves!

It is various colleagues together that drive the value perception and sell the solutions, because of their eagerness and passion to perform, learn, develop and make new things happen, as well as avoid unnecessary obstacles that cause internal conflicts of interest and reduce confidence.

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Jan Van Veen, is Managing Director, moreMomentum, 

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Across recent weeks here on fieldservicenews.com we've published a series of features analysing an exclusive research project run in partnership with Si2 Partners, WorkAmmo and Service People Matters.

Previously we reflected on Si2 Partners founding partner Nick Frank's initial commentary on some of the headline findings of the research which were first aired in a recent episode of the Field Service Podcast.

Now in the final part of this exclusive research analysis, we dig deeper into the findings and see how the trends the research has revealed support Frank's Si2 Partners initial hypotheses...

 

The Key Characteristics of a Service Manager

So, to begin let’s explore what the key characteristics field service organisations are looking for when recruiting new service managers.

We asked our survey respondents “What are the key attributes you look for in a service manager” with a list of 14 options to select as well as the option to submit additional information - and we asked respondents to list any options that were applicable to them.

Interestingly, and very much in line with Frank’s comments, the most common response was leadership capability in which 86% of respondents stated was a key attribute they sought within their service managers.

This in itself is a particularly intriguing insight given that as Frank alluded to, leadership capabilities may not be particularly evident based on past performance if organisations are promoting from within and selecting their new service managers from a pool of their highest performing field engineers.

This is not to say that they won’t necessarily exist within that pool, however, the skill set of strong leadership is as we have mentioned in the introduction a different skill set to what makes an excellent field service engineer.

 

"The most common response was leadership capability in which 86% of respondents stated was a key attribute they sought within their service managers..."

 

Yet it seems indeed that leadership is absolutely viewed as pivotal within the role of service management today - something that is surely a reflection on the strategic importance of service delivery as a growth driver that Frank refers to.

However, whilst the research findings reveal that whilst leadership skills are the most commonly sought after trait when recruiting service managers, it seems that many service organisations continue to seek out similar attributes within their service managers as those that are often highly valued within field service engineers and technicians.

Specifically, field service organisations were commonly looking for potential service managers to show technical knowledge and application (77%) and be good problem solvers (50%) both key traits often sought after in field service engineers and technicians.

Additionally, both an ability to fight fires and demonstrated performance delivery were both identified as key traits by just under a third (30%) of field service companies look for when recruiting new service managers - again highlighting how the roles of service managers are seen as being a linear progression from field-based roles.

However, given that this number is relatively low, it could also be argued that this could indeed be indicative of a changing tide and that this is part of the evolution which Frank described as service becomes a strategic growth drier rather than merely a cost centre.

Yet, when we look for the skills and attributes that are more firmly in line with what Frank describes as business management skills, again the data sits very much in line with his hypothesis, that perhaps not enough service organisations are showing the levels of ambition that one might expect given the large shift towards service as a profit centre we have seen in recent years.

 

"A third of companies (33%) who stated that a good head for business is something they look for in a service manager, whilst slightly more (40%) stated that an important trait they look for in service managers is for them to be analytical and metric driven..."

 

In fact, again it is a third of companies (33%) who stated that a good head for business is something they look for in a service manager, whilst slightly more (40%) stated that an important trait they look for in service managers is for them to be analytical and metric driven - another attribute that is perhaps more aligned to business management than the traditional requirements of service management.

What these findings to appear to reveal is that we do seem to be in the midst of an evolution within the role of the service manager, with some companies still leaning towards selecting the best performers within their field service teams, whilst others are adopting a slightly more ambitious approach to selecting their service management personnel in looking for traits that are more aligned with the strategic business aspects of the role.

There are of course merits in both approaches, as Frank points out, however, there are also a number of traits that are fundamental to being able to ensure that field service operations are delivered optimally and this was also evident in the research findings.

One big attribute that was commonly cited as important for field service companies to seek within their service managers was a customer-centric outlook - which was, in fact, the second most frequently cited of all the options within the survey with 80% of companies stating this is something they look for within a potential service manager.

Alongside this, a large percentage of companies felt that potential candidates for their vacant service manager roles should ideally have a good operational understanding, which two thirds (66%) cited as well as a good rapport with their service engineers which over half (55%) cited.

Whilst both of these latter two attributes could, of course, be developed by an external candidate these are both areas where an internal recruit would certainly have an advantage.

 

Service Manager Development

So, based on the research findings around the desired attributes of service managers, there remains a strong case for hiring from within, yet at the same time we are certainly starting to see a developing appetite for and a gradual shift towards the more business focussed service management role that Frank describes.

So does this mean that field service organisations are looking to recruit within and then develop the layers of business acumen required for managing a service business as a profit-generating entity?

The research would appear to suggest that this may not yet be the case and the role remains to be seen as being both technical and supervisory rather than being focused on business performance and strategic thinking.

Having  asked our respondents ‘What training do you give to your service managers?’ we found out that indeed, leadership training was the most popular response being cited by just over half (53%) of respondents, whilst technical training was also cited by half (50%) of respondents.

 

"Less than a quarter of our respondents (23%) stated that they gave their service managers any financial or business acumen training..."

 

In addition to these attributes ‘coach-the-coach’ style training and also ‘soft-skils’ were both cited by 30% of companies, is another attribute that fits more within a supervisory focused service manager role.

In contrast to this, less than a quarter of our respondents (23%) stated that they gave their service managers any financial or business acumen training.

This would certainly suggest that whilst aspirationally many companies may be beginning to see service as a driver for revenue growth, in reality, the majority of field service organisations still see the role of the service manager as being one firmly rooted in the operational side of the business.

Of course, one answer for this could simply be that many organisations see the more business-focused aspects of service management as belonging within the realm of the service director, rather than the service manager - but that begs the question as to whether we are developing the necessary characteristics within our service managers to make the necessary step up to become highly effective service directors who can drive both a service operation and business growth forward simultaneously?

Could it be that as field service delivery continues to becoming increasingly interwoven within business strategy - particularly as the trend towards servitization and outcome-based contracts become more prevalent that we are seeing demand outstrip supply in terms of service managers who are equally comfortable being operationally efficient, business savvy and who also have a natural proclivity to customer-centricity?

 

"Over two thirds (70%) of respondents stating that they didn’t feel there were enough candidates to meet demand for service managers roles..."

 

The research would again certainly add weight to this argument with over two thirds (70%) of respondents stating that they didn’t feel there were enough candidates to meet demand for service managers roles given the fact that field service has become increasingly important operation within many companies wider business strategies.

This lack of suitable candidates again asserts the validity and importance of being able to recruit from within - in essence, to be able to grow your own service management leaders. However, if companies are to do so and to do so effectively, then it would appear that many need to rethink how they approach their management level training programs to incorporate more focus on the business aspects if they are to truly align the role of service manager, with the premise of service as a profit centre.

Yet it is by no means an impossible task and the fact that just under half (44%) of the field service organisations who participated in the research involve their service directors within the recruitment process would suggest that these concepts may well filter down over time.

It seems that there is a small portion of field service organisations who are one step ahead of the pack in terms of developing their service managers to not only be able to deliver operationally but also strategically. The question now must be how long before the rest catch up? how long before the rest catch up?

 

Executive Findings: 

 

• 86% of field service companies state that Leadership Capabilities are a key attribute they look for in potential service managers
• 77% of field service companies state that Technical Skills are a key attribute they look for in potential service managers
• 80% of field service companies believe their Service Managers must have a customer-centric outlook.
• 55% of field service companies expect their Service Managers to have an excellent rapport with their service technicians
• 23% of field service companies provide their Service Managers with business or financial acumen training.
• 70% of field service companies believe that there are not enough suitable candidates to fill the demand for Service Managers

 

About The Research:

The research was conducted over a six week period reaching out to fieldservicenews.com subscribers as well as the respective audiences of our partners inviting recipients to complete a detailed online survey. In total there were 131 respondents.

In addition to this Field Service News Editor-in-Chief conducted a live polling session at the recent Field Service Connect event, held at the Belfry, UK which was hosted by WBR at which an additional 33 senior field service executives were present bringing the total respondent level to 164 field service professionals - a sufficiently large enough response base to provide a fairly robust snapshot of the current trends around recruitment and development amongst field service organisations today.

The respondents represented a diverse range of industries including; Heavy Manufacturing, Healthcare, Consumer Electronics, Power Generation and Facilities Management. There were respondents from all across the globe including the UK, Belgium, Germany, UAE, Canada, Spain and the USA and there were responses from companies of varying sizes ranging from those with less than 10 engineers through to those with over 800 engineers.

 

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As we continue our new series we are delighted to bring you a selection of articles taken from the recently released and highly informative, limited edition of Mobile Resource Management for Dummies, which is presented by Verizon Connect. 

 

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

 

Sponsored by: 

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.  

 

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What Is Mobile Resource Management?

The traditional approach to handling business growth is to focus on meeting increased demand – more workers, more vehicles and more warehouses. This can also mean an increase in administrative and management staff and higher overheads.

This linear strategy is fine while the work is there, but in a market filled with increased competition and fluctuating customer demand, committing to fixed expenses can leave a company exposed if business stops booming.

Clearly, saying no to new business is not an option. Fortunately, there is another solution.

Mobile resource management (MRM), or enterprise fleet management technology, helps mobile workforces and the people who manage them to get smarter about how they use their assets.

 

"Mobile resource management (MRM), or enterprise fleet management technology, helps mobile workforces and the people who manage them to get smarter about how they use their assets..."

 

This allows them to improve productivity while saving money by avoiding the financial risk of prematurely acquiring additional employees, vehicles or equipment.

MRM refers to a broad suite of hardware and software technology solutions that are used to monitor, track and optimise mobile assets, from tools and heavy machinery to vehicle fleets, employees and more. MRM is focused on making the best use of a business’s existing assets – vehicles, equipment and employees – to maximise its capacity; connecting the vehicle, the people and the work.

Most businesses have untapped potential that could be converted into a revenue-generating activity, but they don’t know it exists, or how to leverage it. You want to find your underutilised or inefficient assets and/or staff, and this can only be highlighted by monitoring them.

That’s where MRM technology comes in. It monitors each of your assets and allows an owner or appropriate stakeholder to see what, where and when resources are being used.

Using the data supplied by location-based technologies fitted to the vehicle or equipment (including phones and tablets), an MRM solution can easily show a range of productivity metrics.

Information that can be reported includes:

• When vehicles arrive at and/or leave a worksite or customer location.
• If the vehicle is anywhere other than where it should be.
• When equipment is being used (engine on).
• Which vehicles or assets have been sitting idle.
• Vehicle travel time (to determine time spent between jobs).
• Whether drivers are taking the quickest and most efficient routes.

 

Modern MRM solutions increasingly leverage the ubiquitous connectivity, unlimited scale and low-cost advantages of the cloud (discussed in the previous article here).

Some examples of technologies, applications and uses that might be found in a complete MRM solution include:

• Telematics
• Route optimisation
• Mobile technologies
• Data connectivity
• Work order management

Let's explore the first of these, i.e. telematics in closer detail...

 

Telematics

Telematics integrates vehicular technologies, road transportation and safety information, sensors, instrumentation, wireless communications and more. Telematics is sometimes referred to as ‘GPS (Global Positioning System) vehicle tracking’. However, that doesn’t begin to cover the breadth of capabilities under the telematics umbrella.

 

"Aside from simply tracking vehicle location, a robust web-based telematics solution offers customisable reports, near real-time vehicle and driver alerts, vehicle health, dashboards, custom map overlays, geo-fences and other tools to help companies manage and optimise fleet operations..."

 

Aside from simply tracking vehicle location, a robust web-based telematics solution offers customisable reports, near real-time vehicle and driver alerts, vehicle health, dashboards, custom map overlays, geo-fences and other tools to help companies manage and optimise fleet operations.

A comprehensive telematics solution empowers businesses to monitor and understand a broad range of operational factors, including:

Fuel consumption.

Fuel is one of the largest fleet operating expenses. Finding new ways to reduce fuel use provides immediate benefit to any company’s bottom line. With a telematics solution, fleet managers gain detailed insight and visibility into several key areas that have a big impact on fuel use, such as:

• Speeding – According to Commercial Fleet, a van driving at 80 mph uses 20 per cent more fuel than one driven at 70. That adds up quickly when you multiply that by any size fleet over the course of the year.
•  Idling – Unproductive idling is another fuel drain. For example, Figure 2-1 shows that the average yearly idling cost for a fleet of just 15 Transit vans is more than £11,000.
• Vehicle maintenance – It may not be as obvious as speeding and idling when it comes to wasting fuel, but proper vehicle maintenance plays a big role in fuel efficiency. Proper maintenance, including proactively addressing diagnostic trouble codes (DTCs) and maintenance alerts, as well as maintaining proper fleet operational levels, help to reduce costly downtime.
• Tyre pressure – According to the UK’s Department for Transport, underinflated tyres lower fuel. For example, four tyres that are just 25 per cent underinflated increase fuel consumption by about 0.2 per cent. Additionally, properly inflated tyres are safer and last longer.
• Unauthorised use – Unauthorised vehicle use equals unauthorised fuel use. Corporate fuel cards can be tied to specific vehicles via telematics to identify if a fuel card has been used without an accompanying work vehicle. Also note the fuel capacity of your vehicles, in case an employee purchases 45 litres of fuel for a company vehicle that only has a 40-litre capacity tank!
• Route optimisation – Are drivers taking the most efficient routes throughout the day? Added miles burn fuel and put unnecessary wear and tear on the vehicle itself.
• Utilisation – Understanding how much of a vehicle’s time is engaged in productive work can provide valuable insight that may allow some companies to perform the same work in the same amount of time with fewer vehicles on the road – which means less fuel use.

 

FIGURE 2-1: Average idling costs for Transit van and HGV fleets (source: Fleetmatics).

Safety

Any company that has a fleet of mobile workers considers the safety of their drivers and the public to be a top priority. Fleet vehicle accidents are costly on multiple levels – injury claims, repairs, employee morale, loss of productivity, company reputation and government interference, just to name a few.

According to the UK’s Department of Transport, an accident claim can cost an employer over £23,000 in medical care, legal expenses, lost productivity and property damage. That cost can exceed £216,000 when someone is injured, or £1.8 million when a fatality occurs.

 

"Two big contributors to accidents are maintenance issues and driving behaviour. A telematics solution can provide near real-time alerts on both vehicle maintenance issues as well as driving behaviour..."

 

Two big contributors to accidents are maintenance issues and driving behaviour. A telematics solution can provide near real-time alerts on both vehicle maintenance issues as well as driving behaviour. These alerts help to ensure that a vehicle is safe and roadworthy. And they provide business owners and fleet managers with solid data on driver performance that helps them better coach that driver to be safer on the road.

According to a National Highway Safety Administration (NHSA) study in the US, speeding is a factor in nearly 23 per cent of all at-fault large truck crashes. The same agency also reports that a tyre 25 per cent below its recommended pressure is three times more likely to be involved in a crash.

Telematics is also a natural companion for driver compliance factors – such as Hours of Service (HOS) – and can automate tracking processes, and help ensure that drivers are fresh and operating on proper/approved rest.

Simply knowing the location of a vehicle can also improve employee safety. If a truck and its driver don’t return when expected, their location can be determined, and, if needed, assistance can be provided.

Productivity.

Almost everything a telematics solution accomplishes leads back to productivity. One of the first things a supervisor will understand is the percentage of an employee’s day that is productive – are there inefficient in their day that can be improved upon? Better routing? If the vehicle spends a lot of time parked or idling, why is that? Telematics identifies symptoms that can be used to diagnose and correct a problem.

Dispatchers can easily identify the nearest possible respondent to a call by vehicle type, driver capabilities, and tools and parts available on board, ensuring that the response is swift and efficient.

The automation and incorporation of paperwork into mobile devices now allows records to be filed immediately during and upon completion of a job, eliminating countless hours of labour, filing and organising.

Finally, the age of compliance is upon us – HOS, tachographs, and Driver Vehicle Inspection Reports (DVIR) are a fact of life for commercial fleet managers. The same mobile devices that allow communication and form automation can also be used to streamline compliance reporting, ensure expedient interaction with DOT authorities, and eliminate paperwork almost entirely from the process – all driving productivity.

If a company has a large, decentralised mobile operation that is service- and/or delivery-based, a telematics solution can also take the entire fleet and plot out optimised routes that cut down on miles driven, wear and tear on a vehicle, fuel use and, most importantly, time. All working together to allow a fleet manager to accomplish more – for less.

Maintenance.

The two kinds of maintenance are: planned (scheduled/preventive) and unplanned (failure). The first can be managed. The second becomes a downtime event that sinks productivity, adds unexpected costs (repair and replacement) and stunts profitability because that asset and its driver are unable to work. It also has a downstream effect on everything from customer satisfaction to other vehicle/employee schedules. Luckily, the first can largely prevent the second.

 

"Telematics automates the tracking of vehicle maintenance schedules and eliminates many of the old labour-intensive tracking processes..."

 

Telematics automates the tracking of vehicle maintenance schedules and eliminates many of the old labour-intensive tracking processes. Alerts can be scheduled when it’s time to perform regular maintenance activities, as well as to warn a fleet manager if a vehicle is operating out of usual parameters, or if an original equipment manufacturer (OEM) solution triggers a diagnostic trouble code (DTC), indicating the potential for a failure and allowing maintenance staff to address it before it becomes a downtime event 

This also allows fleet managers to schedule planned maintenance activities at a time with the least impact on productive work.

These systems can generally track any and all factors that have a direct impact on uptime and performance. From oil temperatures and fluid levels to tyre pressure and the presence of AdBlue in diesel, a telematics solution can help to diagnose a maintenance issue before it becomes a more expensive problem.

 

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