ARCHIVE FOR THE ‘field-service-technology’ CATEGORY

The potential for Augmented Reality being utilised in field service delivery can be leveraged just as effectively by smaller and medium-sized businesses as it can by their larger enterprise sized peers. Kris Oldland reports...

The potential of Augmented Reality within field service has been discussed for some time now, but as often happens with emerging technologies we tend to see early adopters come from enterprise rather than SMB sized companies.

Indeed, with the need to invest in expensive additional equipment plus the applications to power these devices surely this is one area where larger organisations can gain a competitive advantage?

Ultimately, the answer here comes down to a matter of perspective.

The intrinsic value of AR is that it can allow an organisation to dial in the expertise within their organisation directly to the customers’ location.

In any service contract, the true inherent value is within this expertise. Let’s take an example of a faulty widget which is stopping an organisation from being able to operate at an optimal level of productivity.

"In any service contract, the true inherent value is within this expertise..."

Do you think that the customer – who is facing this loss of productivity, cares whether that experience, which will enable them to get back up and running, comes in the form of a well presented, corporately branded field service engineer on site or if that experience comes in the form of a remote expert able to guide either an in-house maintenance engineer or a locally sourced third-party service engineer, step by step on how to get the widget back up and running?

Of course, from the field service provider’s perspective, there are numerous benefits of getting their engineer on site. One of the significant benefits being the all-important face to face interaction with the customer, but if we are talking about reducing the time to get that customer back up and running from days to hours, or even hours to minutes – then what value could that add to the service contract in the future?

Another scenario could be that the fault may be a relatively easy fix.

One which for the experienced engineer with a relatively standard technical skill set could be easily performed – yet as the majority of service directors will attest to the cost of getting that engineer on site is the biggest red line on their P&L.

How much would your company save if you could hire a local contractor, on a day or maybe even hourly rate, with the same broad technical skill set to attend the service call and be able to reduce the time he is onsite to an absolute minimum by allowing an experienced engineer, who can see what the onsite engineer sees, guide him through the repair, using digital annotations, to make it explicitly clear what actions to perform in order to provide the fix?

The key question here is, of course, how many such occasions, in which you avoid that expensive truck roll, would it take to pay for the device and application licence? Remember, the key selling point for AR, as with mobile, is on delivering a tangible return on investment (ROI).

In fact, let’s stay focused on ROI and those dreaded red lines on the P&L.

"The transitory life of the field service engineer is one that is hugely appealing but as your engineers grow older, they may be less inclined to travel so frequently, with family commitments taking preference..."

Retention of experienced field service staff and the training and development of new entrants into the field workforce are of course two other major areas that field service directors need to pay significant attention to.

Again AR can play a major role in both of these critical areas.

The transitory life of the field service engineer is one that is hugely appealing but as your engineers grow older, they may be less inclined to travel so frequently, with family commitments taking preference.

Traditionally, the only real means for such engineers to find a work-life balance within an organisation that was better suited to their changing needs was often management – but not all engineers, make good managers.

AR can allow a company to provide their more experienced engineers with the opportunity to find that better work-life balance, negating the risk of all that valuable experience and knowledge walking out of their door.

Similarly, it can take many months and in some sectors years for a company to be comfortable sending out a new engineer to client sites.

Whilst such training programs are admirable and often essential in terms of maintaining brand reputation, they can be a huge drain on resources.

AR can allow companies to dramatically cut the time needed for development and send their new recruits out into the field sooner – but with the safety net of being able to dial in an experienced engineer into the site remotely to help them when the going gets tough.

AR can even open up exciting opportunities for SMBs to expand into territories that would absolutely have been cost prohibitive for them to do so in the past.

Again, if your true value is the knowledge, expertise and insight within your field service organisation AR is the perfect tool for transmitting that value in real-time to anywhere in the world.

Ultimately, every field service organisation, big and small, will today empower their service engineers with a mobile phone and many AR solutions will run on such devices so even the need for investment in actual hardware is nonessential, making AR an extremely realistic introduction for even the smallest field service operation.

Be social and share...

Augmented, Mixed & Virtual Reality is certainly a technology trend that is set to massively impact businesses in their field service processes...

Andrea Bardini, Marketing Product Manager, OverIT explains more...

Companies everywhere are constantly seeking new ways to reduce costs, increase profits and improve customer satisfaction and these goals are exactly the ones that modern field services organizations are being asked to achieve.

Field Service is no longer a simple and basic data collection and reporting function to resolve issues and react to emergency issues with assets, it has now really become the front-end function in which the dialogue and interaction with the customers are happening.

Field Service technicians and engineers are more and more often seen as the trusted advisor who the customer looks to resolve their problems, and for this reason, they need to be equipped with the best technology available to perform their tasks at the best delivering value for the clients.

"Collaboration is actually the key for field service transformation..."

At OverIT, we continue to innovate and improve our solutions to respond to the market needs and we are firmly convinced that building applications on Augmented, Mixed and Virtual Reality is key to streamlining field processes.

By leveraging the virtual collaboration, knowledge sharing and remote assistance capabilities provided by cutting-edge technologies, companies can arm their technicians with the latest tools to perform field tasks faster, better, and hands-free.

Moreover, companies can dramatically reduce travel costs, training, and increase the first-time fix rate and service delivery, having a big impact on their operational expenses.

Collaboration is actually the key for field service transformation.

The more technicians and engineers are able to collaborate and get real-time information to resolve issues, the more they will be able to complete their tasks in a more efficient, productive and effective way. AR, MR & VR is a watershed technology not only because it frees people from two-dimensional screens and pages to help improve the way they learn, share, understand and act, but it enables remote sharing and interaction in a completely different way.

People in the field are able to share the same asset, even though they are located in different places, they can interact, ask questions, drawn on it, they can take notes, but the most important thing they have at their disposal all the information they need in their “virtual room” with no need to bring any more paper and meanwhile they can visualise instructions or receive guidance from remote colleagues they can operate because they are hands-free.

Moreover, virtual collaboration is reshaping the way companies are running training increasing efficiency and effectiveness.

We want to guide our customers through the digital transformation of the Field Service and the only way to do that is investing in cutting-edge technologies to offer a complete and innovative solution that can respond promptly to customers’ needs and that can adapt easily to the business processes to bring Field Service activities to the next level.

Be social and share

Syncron™, a provider of cloud-based after-sales service solutions focused on empowering the world’s leading manufacturers to maximise product uptime and deliver exceptional customer experiences, has recently announced a $67 million minority investment from global growth equity firm Summit Partners. The partnership with Summit Partners will support Syncron’s continued development of its category-leading enterprise SaaS solutions and further expansion of its global operations.

Servitisation – where organisations transition from selling one-off products to selling the output or value that products deliver – is leading manufacturers to evolve their after-sales service operations from reactive, break-fix models focused on repair execution, to a new paradigm focused on dynamic repair prevention and maximising product uptime.

Syncron offers a fully integrated SaaS platform to optimise the performance of the after-sales service supply chain and enable global manufacturers to evolve to subscription-based uptime service models, which is critical on the journey to servitisation. The Syncron Service Cloud applies machine learning to multi-echelon logistics and IoT data designed to deliver predictive insights and drive enhanced customer experiences, greater efficiency and brand loyalty.

[quote float="left"]Syncron powers the after-sales service organisations of many of the world’s leading manufacturers, including Electrolux, Hitachi, JCB, Mazda, Siemens and Toyota[/quote] Headquartered in Stockholm, Sweden, Syncron powers the after-sales service organisations of many of the world’s leading manufacturers, including Electrolux, Hitachi, JCB, Mazda, Siemens and Toyota. Syncron has more than 330 employees across 10 global offices and is a recipient of the Great Place to Work^® award.

“We are delighted to partner with Summit Partners to support Syncron’s next chapter of expansion and our path to IPO readiness,” said Anders Grudén, CEO of Syncron. “Summit’s deep experience collaborating with high-growth, enterprise SaaS companies will add valuable support to our vision of leading the transition from reactive, break-fix after-sales service to intelligently maximising product uptime and customer loyalty.”

“We believe Syncron is uniquely positioned to support global OEMs on their journey towards servizisation,” said Antony Clavel, a Principal at Summit Partners who will join the Syncron Board of Directors. “Across automotive, industrial machinery, high-tech, aerospace and many other industries, sophisticated manufacturers are working with Syncron to drive after-sales service excellence.”

“Syncron is an impressive technology company serving some of the world’s most respected manufacturing brands,” added Han Sikkens, a Managing Director with Summit Partners who will also join the company’s Board of Directors. “The Syncron team has delivered strong, profitable growth on a global scale and we look forward to supporting the company’s continued market leadership.”

Summit Partners manages over $14 billion in capital and has invested over $2 billion in European-headquartered growth companies. Syncron represents Summit Partners’ first investment in Sweden.

Be social and share...

Kevin McNally, Sales Director for Asolvi gives us a sneak preview of a forthcoming white paper that outlines how to build a case for investment in Field Service Management systems by outlining how Return On Investment is such a fundamental part of the equation...

Is building a case for investment in FSM a key topic for you?! There is a full white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to speed!

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.  

Whilst, of course, each and every business has its own unique strengths and weaknesses, there are now certainly enough case studies available on this topic for us to be able to predict fairly confidently, that the implementation of a field service solution if done correctly, will likely  deliver considerable Return on Investment (ROI) within a relatively short time-frame.

In fact, perhaps the biggest challenge is exactly how to calculate the ROI that you are achieving as the benefits come in many different guises and various different aspects of the business!

For example, when implementing a Field Service Management (FSM) solution you can expect to see ROI come from various areas of business expense, including:

• Increasing the utilisation of your existing resources, both in the office and the field allowing you to achieve more without adding additional resources by taking advantage of tools that deliver improved scheduling and workforce planning.
• Warranty control, how often is your service just given away for free because it is uncertain to your engineer if the customer is under warranty – it happens more than you would imagine even in the biggest of businesses, especially if you don’t have a warranty management embedded in your FSM system.
• Reducing the costs of unnecessary second visits. By having greater visibility into the service call as well as parts availability field service companies can ensure the right engineers are being sent with the right tools to do the job first time around. Given that the truck roll is generally the biggest cost line on a field service P&L improving First-Time-Fix will likely deliver significant ROI all by itself.
• Greater transparency and detail within your parts management etc, It is not just with improving first time fix that parts management within an FSM can deliver ROI. Field Service operations are unique in that stock is by necessity in constant transit. Companies can have millions of pounds tied unnecessarily up in van or garage stock which can disappear into a reporting black-hole unless a fit-for-purpose solution is in place.
• Significant costs that might have seemed a necessary evil such as paper and ink can be eliminated through digitising admin in the field with mobile technology.

The Impact of the Cloud

Perhaps the most important development of recent years in terms of gaining ROI from an FSM solution is the shift to Cloud becoming the most prevalent means of deployment for such systems.

Indeed, the benefits of Cloud computing are numerous but in terms of the ROI equation, there are perhaps three big aspects to consider.

Firstly, and perhaps most importantly, the widespread adoption of Cloud has led to most FSM solutions now being offered on Software as a Service model, where the FSM solution provider charges a monthly fee on a per-user basis. One of the big impacts of this trend has been that smaller and medium-sized companies that previously would have found such systems cost prohibitive on a CAPEX basis, could now access the tools that enabled there larger competitors to deliver more efficient service.

However, as the cost of a FSM solution is spread out on a monthly basis, it also becomes far easier for the ROI of that investment to become visible on a P&L sheet that isn’t carrying the heavy initial burden of the outlay of a CAPEX investment.

"When a solution is deployed by Cloud there is far less drain on internal resources for the service provider as the FSM vendor now bears a much heavier share of the workload in terms of actual IT support etc..."

Secondly, when a solution is deployed by Cloud there is far less drain on internal resources for the service provider as the FSM vendor now bears a much heavier share of the workload in terms of actual IT support etc.

Additionally, unlike an on premise solution which could be vulnerable to unseen issues such as flood, fire or even malicious attack, a Cloud-based solution will allow a service organisation to continue operating even should the unthinkable happen – meaning no lost revenue that may be generated from field service related streams.

Finally, Cloud based FSM solutions are in general, significantly quicker to implement compared to more traditional on premise equivalents, meaning that the field service operation can feel the benefits sooner, and thus start seeing that ROI quicker as well.

It is important to remember however, that ROI is just one of many aspects that can be used to build a case for investment in a FSM solution and we shall be exploring this and others in a forthcoming white paper with fieldservicenews.com

Be social and share 

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.

Be social and share

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.

Be social and share

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!   

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. 

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.

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... 

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.

Be social and share

Accomplished industry veteran to lead IFS’s Global Service Management initiatives as IFS, the global enterprise applications company, announces the appointment of field service industry veteran Marne Martin as President of IFS’s Service Management business unit and CEO of WorkWave.

The IFS Service Management business unit established under Marne will encompass the global IFS service management organization as well as WorkWave, acquired by IFS in September 2017, and have dedicated engineering, sales and marketing resources to address the unique needs of service management customers globally. Marne’s experience leading high-growth and expansion phases in both publicly and privately held companies will provide the leadership required to propel both brands into their next stages of growth and market expansion.

]As both President of IFS Service Management and CEO of WorkWave, Marne and her leadership team will continue to elevate the strategic importance of service management to the success of the overall IFS business. Marne will focus on ensuring the entire portfolio of IFS’s service management solutions provide customers with the business value they expect from a global industry leader in field service management (FSM).

“I am thrilled to be leading such a great organization and to be part of the overall IFS senior leadership team as we begin a new chapter in our company’s growth,” said Marne. “WorkWave continues to be an important asset to the overarching value proposition of IFS Service Management, and I look forward to working with the talented IFS and WorkWave teams to make sure IFS’s service management portfolio becomes even more customer-focused.”

With Marne’s appointment to its senior leadership team, IFS will be able to draw on her broad experience and proven track record to further increase the significance of the service business and grow its global market share.

IFS CEO Darren Roos said, “Marne’s domain experience will enable us to further develop the service management capability across the entire portfolio to deliver even more value to our customers. We remain completely focused on delivering solutions together with our partners that have an impact on the way our customers serve their customers.”

Prior to IFS, Marne served as CEO and led the executive leadership team at ServicePower Plc., a field service management software company, where she transformed its go-to-market strategy and shifted its focus to SaaS and managed services revenue, increasing pipeline every year during her tenure. Prior to that, she served as CFO of Norcon, Plc., a UK-based telecom and defense consulting firm, where she grew the company from a business largely dominant in only the Middle East to one diversified across the US, Europe, the Middle East and Asia Pacific. Martin is a winner of a number of awards including 2016 CEO Gamechanger of the Year (FSM) from ACQ 5 Global Awards and 2015 Field Service CEO of the Year from Executive Awards.

Be social and share...