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

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

 

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

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

 

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

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

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

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

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

 

#1 Operations:

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

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

 

#2 Fleet Management:

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

 

#3 Information Technology:

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

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

 

#4 Making Safety a Priority:

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

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

 

#5 Risk Management:

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

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

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

#6 Sales and Customer Relations:

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

 

#7 Human Resources:

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

 

#8 Tax Recordkeeping:

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

 

#9 Payroll:

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

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

 

#10 Finance:

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

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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Commercial fully autonomous vehicles appear to be getting ever closer to a genuine reality as Knorr-Bremse offer a glimpse into their upcoming announcements at the  IAA Commercial Vehicles show being held in Hanover later this month.

Knorr- Bremse, a global market leader for braking systems and a leading supplier of other rail and commercial vehicle systems, will be demonstrating a truck that can master sections of the route on motorways/freeways in fully autonomous mode, including overtaking manoeuvres. In addition, Knorr-Bremse will be showing extremely efficient ways of making such highly automated systems fail-safe.

In the outdoor New Mobility World arena at the fair, Knorr-Bremse will be demonstrating a prototype truck that can drive along motorways/freeways in fully autonomous mode. Traffic conditions permitting, it can also automatically overtake a slower preceding vehicle. In line with the motto “We pave the road to automated driving”, at booth 30 in hall 17, the company will be showcasing product and system solutions that lay the foundations for such highly automated vehicle systems, as well as illustrating how the complex automated functions can be rendered fail-safe in a cost-effective way.

 

"Knorr-Bremse will be demonstrating a prototype truck that can drive along motorways/freeways in fully autonomous mode..."

 

According to Dr. Peter Laier, Executive Board Member of Knorr-Bremse AG responsible for the Commercial Vehicle Systems division: “In the next few years we’re going to see a gradual shift from more and more versatile driver assistance systems to automated driving and thus to vehicles that can temporarily take over the driving completely, freeing up the driver to handle other tasks or get some rest.

The key to engineering such systems is a deep-seated understanding of commercial vehicle dynamics, which are far more complex than in the case of cars. The millions of ABS, EBS, ESP, emergency braking and lane departure warning systems that we have in the field bear lasting witness to our expertise in this area and form the basis for us to leverage the potential that exists in driver assistance systems and automated driving.”

Dr Jürgen Steinberger is a Member of the Management Board of Knorr-Bremse Commercial Vehicle Systems where he is responsible for the field of automated driving: “At the IAA we will be demonstrating our sovereign command of all three dimensions of highly automated driving functions – environment recognition, decision-making and actuation. Another decisive aspect is a smart redundancy concept: When the vehicle takes control, everything must be designed in a way that the vehicle cannot run out of control even if an electronic subsystem fails. Simply doubling up the critical components, as was originally demanded, makes no economic sense. At the IAA we will be demonstrating how a modern braking system can even temporarily replace the steering. Our redundancy concept for automated driving illustrates how to combine outstanding performance with cost-effectiveness.”

 

Redundancy: The real challenge behind automation

For more than a decade, the automotive industry has been developing automated driving functions in a bid to improve both safety and driving comfort. Beginning with driver assistance, these different levels of automation are progressively transferring responsibility from the driver to the vehicle. There is now a broad consensus in the automotive industry on the use of a six-level model to describe the graduated transition to full automation. This model is based on a paper published by the Society of Automotive Engineers International (SAEI) in late 2016. This document defines the role of the human driver at each of the six levels of automation and aims to provide both lawmakers and the automotive industry with a clear and unambiguous framework for defining regulatory provisions and technical specifications.

 

"The technology underpinning the six-level model of driving automation spans three different dimensions – vehicle stability, manoeuvre planning and navigation/connectivity..."

 

The technology underpinning the six-level model of driving automation spans three different dimensions – vehicle stability, manoeuvre planning and navigation/connectivity. The first of these dimensions comprises actions aimed at improving braking distance and preventing skidding or sliding. These actions are performed by means of ABS (Anti-lock Braking System) and ESP (Electronic Stability Program) functions which also form the basis for the next dimension – “manoeuvre planning”. Here environment sensors such as radar, video and laser-based systems are used in combination with active steering intervention to support automated vehicle control. The third dimension – navigation/connectivity – delivers the necessary extended environmental information and supports vehicle-to-vehicle and vehicle-to-infrastructure interaction over a wide geographic range.

As driving becomes automated, the question arises for manufacturers how they can ensure fail-safe operation in a cost-effective and reliable way. At the fair, Knorr-Bremse will show that, with the necessary vehicle-related know-how, failure of the active steering system can be compensated for without installing a redundant set of the relevant components.

Highly automated driving functions generally predicate the ability to constantly monitor the operational readiness of the various subsystems in the vehicle. Only when the entire system – including its redundancy structure – works as intended can the driver take care of other duties while the vehicle is in motion.

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You can find out more in person by visiting  Knorr-Bremse at the IAA Commercial Vehicles show in Hanover from September 20-27, on booth A30 in hall 17 and in outdoor area D107. At the Automechanika fair in Frankfurt am Main from September 11-15, Knorr-Bremse will be on booth 91 and booth 98 in hall 3.0.

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

 

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

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

 

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

 

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

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

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

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

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

 

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

 

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

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

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

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

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

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

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

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

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

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

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

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

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

 

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Michael Blumberg, is President of the Blumberg Advisory Group 

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

Oliver Rickett, Solicitor, and Caroline Churchill, Partner, at law firm Womble Bond Dickinson  share their insights on this crucial topic... 

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

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

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

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

 

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

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

Machines with autonomy

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

 

How is AI being used currently?

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

AI efficiencies and cost savings

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

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

 

The UK's role in AI and plans for regulation

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

Sector-led regulation

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

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

Manufacturing sector

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

Safety concerns

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

Impact on workforce

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

AI promotion of innovation and growth

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

Sustainable regulation required

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

AI - an opportunity for all

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

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

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

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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Want to know more? This article is based around an exclusive fieldservicenews.com webcast which you can access @ http://fs-ne.ws/Y8ny30lsZUR

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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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Want to know more? This article is based around an exclusive fieldservicenews.com webcast which you can access @ http://fs-ne.ws/Y8ny30lsZUR

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Zip Water UK has revealed how driving performance data has helped the company manage fleet risk and cut annual insurance costs by more than £30,000.

The drinking water appliance specialist made the savings across its 120-strong mixed fleet following the introduction of WEBFLEET, the Software-as-a-Service fleet management system from TomTom Telematics.

With WEBFLEET – and the integral OptiDrive 360 solution which scores drivers based on key performance indicators and provides them with real-time feedback and advice – Zip Water has witnessed a significant reduction in road traffic collisions.

[quote float="left"]Having the tools in place to promote a safer driving style among our van and car drivers has led to a much-improved fleet risk profile[/quote]“Having the tools in place to promote a safer driving style among our van and car drivers has led to a much-improved fleet risk profile, a 15 per cent reduction in insurance premiums thanks to reduced claims, and a welcome fillip to our employee duty of care,” said Graham Short, Fleet Manager, Zip Water UK.

“Furthermore, we have seen a demonstrable improvement in fleet mpg, along with a sizeable reduction in our vehicle maintenance bills, including tyres and brake wear.”

Zip Water drivers are now also using the WEBFLEET Logbook app on their smartphones to keep accurate journey logs, rather than having to complete manual mileage sheets at the end of each day. The drivers simply validate their journey information and select whether the trips they have made are for business or private purposes.

Short added: “The value and efficiency gains that the telematics system has delivered to our business have been considerable. These have been recognised across our entire workforce – from the field to the back office.”

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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!   

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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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.

 

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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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