ARCHIVE FOR THE ‘field-service’ CATEGORY

A new report commissioned by Aberdeen Standard Investment’s AIPUT fund (Airport Industrial and Property Unit Trust) has highlighted the scale of progress and future potential for the adoption of automated transport and logistics technology at the UK’s airports, including London’s Heathrow, which recently received the formal support of Parliament for its third runway plans.

AIPUT currently holds 2 million sq ft of buildings at Heathrow, dedicated to supporting the airport’s freight and logistics service providers.

The report, produced jointly by specialist UK aviation real estate consultancy, ChappellKing and Dornier Consulting International GmbH, explores the potential efficiency gains from automation across a plethora of airport-related functions such as cargo-handling and logistics operations, as well as passenger transportation both to and within airports.

Commenting on the report, AIPUT Fund Manager, Nick Smith, said:  “Autonomous technology promises enormous benefits to airports and the service companies that support them, transforming the way airports work and improving efficiency and safety, both for passengers and other airport users. At Gatwick, for example, 90% of the airport’s airside vehicles are stationary at any one time, which is both hugely inefficient and demands a vast amount of space.

A much smaller pool of electric-powered autonomous vehicles would drastically cut costs, free up land, reduce emissions, and improve safety. In Düsseldorf, a newly-developed robotic car parking system has demonstrated a 60% reduction in required parking space compared to human drivers.”

“Airports and airport real estate providers need to be ready for the introduction of automated technology as soon as operational and safety regulations permit.  AIPUT intends to stay ahead of the curve by embracing automation, working with our tenants and partners to build autonomous technology into our site masterplans; which we believe will adapt and future-proof our UK estate assets, ensuring that our clients’ buildings and facilities will be able to accommodate and benefit fully from the rapid development of autonomous technology.”

This winter in Norway an autonomous snowplough was tested at Fagernes Airport, with a single machine able to clear an area of 68 acres in a single hour.Trials of a variety of autonomous technological applications have already taken place at a number of UK airports. The first trials of automated air-side vehicles have been completed at Heathrow in collaboration with IAG Cargo and Oxbotica.  Gatwick, meanwhile, recently became the first airport in the world to trial the use of autonomous vehicles to shuttle staff across the airfield, demonstrating that autonomous vehicles can operate safely in highly-complex airfield environments.

This winter in Norway an autonomous snowplough was tested at Fagernes Airport, with a single machine able to clear an area of 68 acres in a single hour. Autonomous technology increases the precision with which snowploughs operate, improving safety during the removal of snow and while driving information and low visibility.

The UK Government has signalled its support for the industry, with the announcement of £22.4 million of funding under the Industrial Strategy for off-road self-driving vehicles, which it believes will revolutionise productivity in a range of sectors, including mining, ports and airports.

As in many other fields of technological development, airports are providing the testbed for a plethora of different autonomous applications.  AIPUT will be ensuring that it is at the forefront of planning for and providing the cutting edge facilities that greater automation will require.

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Gary Brooks, CMO, Syncron talks to Kris Oldland, Editor-in-Chief, Field Service News about how the discussion around uptime has shifted from how to why...

“Time is something that is incredibly perishable, it’s finite, we never seem to have enough of it and we always wish for more of it in dire times.”

This eternal maxim, that translates across all cultures in all corners of the world, was at the heart of an excellent keynote presentation given by Gary Brooks, CMO at Syncron at the Field Service USA Conference in Palm Springs earlier this year.

Time is something that is incredibly perishable, it’s finite, we never seem to have enough of it and we always wish for more of it in dire times“It is interesting to apply that thinking to our business of field service,” Brooks explained when I sat down with him to catch up over a coffee a little later in the day.

“Let's look at it through the lens of time being a cruel mistress and then imagine you're a farmer. Not just any farmer but a very excited farmer because it is the first day of the harvest season. You’re deploying your new half a million dollar combine to go out and harvest at a fantastic new rate - but then it fails.” “It is a Sunday morning and your 200 miles from the dealer and can’t get someone out to fix it - then shift your thinking from that scenario to a question around uptime.”

It is an important shift in thinking and one in which the manufacturer bears more of the burden of failure in return for greater profit and a stickier relationship with the customer.

“At Syncron we’re obsessed with coming up with solutions that help manufacturers improve their uptime levels,” Brooks continues.

“We recently worked with WBR to launch a research project that is looking into uptime. How important is it for the OEM? Do they consider it a strategic advantage? How important is it for the customer of the OEM? 

Do they consider it something that can make their business more competitive? How much are the end users willing to pay for maximised uptime? Are they even willing to pay at all for maximised up time?”

An overwhelming majority of OEMs believe that maximising uptime is a strategic advantage for them“The preliminary research findings have identified that an overwhelming majority of OEMs believe that maximising uptime is a strategic advantage for them. An overwhelming majority of the customers of the OEMs believe it would be a competitive advantage for them. Executives are demanding it from the OEM side. End customers are even willing to pay more for it but the OEM is not ready to maximise uptime.”

It seems clear that the conversation has moved somewhat beyond whether the shift towards uptime was the right path to follow - the question many organisations are now facing is how they make that shift. Although case studies are beginning to surface as Brooks alludes to himself.

“I came to my first field service event three years ago, there was very little mention of the product becoming service, of servitization. Last year there was a tiny bit, but this year we are seeing companies that have now gone out and done it. We’re seeing companies who have now fully evolved to that model.”

Just how important a factor within the move towards servitization is the industry that an organisation operates withinHowever, one consideration I have recently been discussing with the likes of Prof. Baines at Aston University and Ross Townsend of Ishida Europe is just how important a factor within the move towards servitization is the industry that an organisation operates within?

“I think you're absolutely right that it is industry specific,” replies Brooks when I put this to him.

“For example, there are lots of articles on how the automotive industry is transitioning to a new norm where rather than buy a vehicle customers now want to buy access to a vehicle - the end result of which is that the customers no longer become the end-user but a fleet owner whether that be an internal or external operator.”

“And of course a fleet manager will be far more demanding in terms of uptime, than a single end user, so the market disruption really is felt on numerous levels,” Brookes concludes.

Whilst this is a specific example of a vertical being disrupted there could be wider learnings for other industries in how a shift to servitization could impact there own sectors as some business models evolve and other new models that have yet to be considered emerging.

What is holding some sectors back, whilst others drive forwards to embrace advanced services?But what is holding some sectors back, whilst others drive forwards to embrace advanced services?

“Part of the reason for the lack of full adoption could be a mindset, the preliminary response that we are getting from the research suggest that an overwhelming majority of the OEMs view their ability to deliver maximum product uptime or a type of service that guarantees maximum uptime - it was almost 80% that said they would view that as a competitive advantage,” Brookes muses.

“So when things have words like competitive advantage and revenue maximisation tied with it you would think that it would be accelerated implementation - so there is some barrier. The desire exists both on the OEM and the customer side, the opportunity to differentiate your product exists, the technology exists so what are the other variables?”

It is an important question that many companies in many sectors are trying to grapple with and when whoever discovers the answer will hold the keys to the future of field service.

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Ericsson has signed an agreement with the Swedish company Transtema Group AB to divest Ericsson Local Services AB (LSS), a subsidiary of Ericsson supplying field service operations and maintenance of fixed and mobile networks in Sweden.

Ericsson Local Services AB is a market leader in field services in Sweden. LSS builds and maintains network infrastructure and delivers services in all areas of Sweden's field service operations market.

Under the agreement, all operations and assets of LSS will be transferred to Transtema ownership. LSS will continue as a legal entity in Transtema Group. As a result of the transaction, Ericsson becomes a minority shareholder and will be represented on the Board of Directors of Transtema Group.

This divestment is in line with Ericsson’s business strategy, a key part of which is Managed Services and operating networks on behalf of our customers. The divestment of LSS is part of executing on that strategy as Ericsson will no longer sell new standalone field services projects.

Ericsson Local Services is a market leader in field service operations in Sweden with a skilled workforce of approximately 700 employees across the countryPer Narvinger, Head of Customer Unit Northern & Central Europe, Market Area Europe & Latin America, Ericsson, says: “Ericsson Local Services is a market leader in field service operations in Sweden with a skilled workforce of approximately 700 employees across the country. They deliver very good support to our customers, and we believe Transtema has an excellent opportunity to continue to develop the field service operations while also executing on existing customer commitments. Together we will ensure a quick and smooth transition and a good relationship.”

Magnus Johansson, CEO Transtema Group says “We intend to operate LSS as a separate legal entity within Transtema Group. With LSS experience, competence and customer relations in Sweden, they will become the backbone of our field service operations business. Our goal is to continue to grow the service business for telecom networks. This is in line with our ambition to develop our operations in Sweden and internationally. We look forward to welcoming and onboarding all LSS employees as soon as the deal is closed.”

The transaction is expected to close in the third quarter of the calendar year 2018 and is subject to customary closing conditions, including regulatory approvals.

Ericsson manages the Network and IT operations and Network Design and Optimization for customers in over 100 countries, providing long-lasting cost-efficient performance through smart automation, analytics and business practice.

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Rolls Royce’s Andy Harrison has been playing a pivotal role in the Through Life Engineering Services Centre’s work in putting together a blueprint for how organisations can establish advanced services capabilities - a topic he recently discussed at this year’s Spring Servitization Conference. Kris Oldland sat down with him to find out more...

When the topic of servitization comes up it is usually only a matter of time before Rolls Royce and Power by the Hour is mentioned. Indeed, Rolls Royce alongside a select number of other organisations such as Caterpillar and Alstom have essentially become the de-facto poster boys for all things advanced services.

Who better then, to lead a multi-organisation committee created to help distil the complexities of servitization into a meaningful framework than one of one of their key service executives, Andy Harrison, Engineering Associate Fellow - life cycle engineering?

But what exactly is the Through Life Engineering Services Centre, which Harrison heads up?

“For a number of years here in the UK we have had a group of companies get together around through life engineering services. In essence, a sort of working club made up of people working in the services space and in particular services around complex long-life engineered products,” he explains.

“For a number of years, we had struggled to get a framework diagram around what we meant by that this particular space. Then in mid-2016 the EPSRC Centre for Innovative Manufacturing Through Life Engineering Services, which was run out of Cranfield and Durham Universities, issued a strategy paper which called for the creation of a national council - something we have subsequently created.”

So what is the key function of this council?

One of the challenges we have taken on has been to develop a relatively simple explanation of what exactly through life engineering services are“One of the challenges we have taken on has been to develop a relatively simple explanation of what exactly through life engineering services are,” Harrison explains.

“In addition to this, we have also moved onto tackling the question of what a national educational program within this area would look like. If we wanted our engineering graduates to arrive at the doors of organisations already understanding the value of through life support, which we think is 16% + of GDP, then what would that involve?”

It’s an ambitious project, but one that is absolutely critical as we see economies both in the UK and beyond become increasingly more service-centric and Harrison has played an integral role in fulfilling the council’s vision, which is now coming together at pace.

“I’ve led the working group that has put that framework diagram and the education program that goes around it. That is in the process of being embodied into a publicly available specification by the British Standards Institute and it is due for publication sometime very soon,” he comments.

“Essentially what we’ve got is a framework diagram that outlines the topics that make up this thing called Though Life Service, then dividing those topics into further subheadings with information and direction as to what a company would need to know to understand each of those sub-headings.”

In fact, one of the highlights of The Spring Servitization Conference, held this year in Copenhagen, was when Harrison very eloquently and concisely walked the attendees through this framework.

“Basically, the framework diagram is essentially setting the scene when we talk about this space,” Harrison explains.

It’s a way of thinking about the big picture and breaking it out into commonly described terms so that when the industry practitioners review the academic material they have a frame of reference“It’s a way of thinking about the big picture and breaking it out into commonly described terms so that when the industry practitioners review the academic material they have a frame of reference - they can look at it and say ‘OK so this is addressing this part of the equation.’”

This is a huge part of the discussion that needs to come to the fore if the worlds of academia and industry are to fully align around the concept and strategies of servitization - a common language is essential. This is also why the bringing together of a number of different companies from disparate sectors to work on this project alongside Harrison and his team at Rolls Royce is also imperative.

“The fundamentally important part of this is that if you let any one organisation try to write this they would do it in their own language in their own context. It might work for them but it is unlikely to work for a broad range of companies,” Harrison explains.

We have deliberately forced ourselves to argue how to get this down to a small number of items“We have deliberately forced ourselves to argue how to get this down to a small number of items,” he adds.

Within the framework itself, the group has essentially identified three core areas of activity.

“Firstly, there is the business context where the sub-elements are all centred around if and how you understand your customers. Can you identify with them the value opportunities are - and this can be either getting more work out of a machine or spending less money obtaining that work,” Harrison begins.

“Do you have the organisational set up to deliver these benefits and do your customers have the right set up to receive those benefits? Do you have all of the underpinning capabilities that are required such as the consumable elements you need to deliver this level of service - for example, can you model x and predict y? Can you gather the data required? Do those things exist and do you have them within your organisation? We then have to consider what are the service value streams that you have to offer? We divide that up into four streams which are avoid, contain, recover and convert.”

The road to servitization is challenging and the journey for every company of course slightly different reflecting the unique needs, processes and goals an organisation may face“Avoid is can you change the reality of how much damage the product is accumulating and the likely consequences of that? Contain is about an organisation's ability to step in and make the decisions around when and what to do as intervention activities -  so there is no physical activity in this step, it is all around decision making. Recover is your ability to re-inject life back into the asset, through overhaul, repair and inspection. Finally Convert is about your ability to take the experience that you gain in the other three and to generate additional value out of those.”

“The final dimension is the basic life-cycle of the product and the service which talks about the need for planning throughout the life-cycle, the creation process of your products and service, standing up ready for operation, the operational activity of making the products and delivering the support service and eventually the retirement phase of the downturn of the supply chain, the de-commissioning of assets and the eventual retirement of the entire of service offering around them.”

The road to servitization is challenging and the journey for every company of course slightly different reflecting the unique needs, processes and goals an organisation may face.

However, the framework Harrison and his peers have put in place does an excellent job of signposting the way, to help companies navigate the path successfully.

 

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LightLease, a new market-leading mid-term vehicle lease solution, has been launched by leading outsourced fleet management provider Fleet Operations.

The service enables businesses to lease a broad range of vehicles, from 90 days to 12 months, bridging the gap between short-term rental and longer-term contract hire.

“We have responded to a growing market demand for a flexible leasing option that can help mobilise employees quickly, while also helping to minimise business costs,” said Jayne Pett, Sales and Marketing Director, Fleet Operations.

 

If it’s not carefully controlled, short-term hire can prove expensive and can result in an unanticipated administrative burden“If it’s not carefully controlled, short-term hire can prove expensive and can result in an unanticipated administrative burden with vehicles being regularly swapped by providers as they hit predetermined mileage or age limits. This burden can include everything from fuel card or telematics management to Benefit-in-Kind tax reporting.

 

“LightLease offers a strategic, and cost-effective, alternative.”

The launch of LightLease also offers drivers greater flexibility following the introduction of WLTP (World Light-duty Test Procedure), the new method of measuring car fuel economy and emissions.

“We are witnessing a great deal of apprehension and uncertainty around WLTP, with concerns that higher vehicle CO2 figures may lead to an increase in Benefit-in-Kind tax liabilities from 2020,” Pett added.

“While it remains unclear as to whether or not tax thresholds will be adjusted, LightLease offers a solution for drivers who are cautious about committing to a longer-term contract hire agreement.”

 

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Field service businesses have a lot of problems that keep them from thriving—like scheduling challenges, high fleet maintenance costs, too few jobs, and wide service windows that keep customers waiting all day.

Now, these businesses can solve all these issues (and more) from within their field service management system with Commusoft's new Real-Time Vehicle Tracking feature.

The new feature builds out from the Commusoft cloud-based software package designed for field service companies both large and small, including plumbers, heating engineers, renewable engineers, electricians, oil technicians, property managers, fire & security companies, and builders.

How is Commusoft's Real-Time Vehicle Tracking feature better than a standalone GPS?

Why pay for a GPS system that doesn’t work hand-in-hand with your job management software? Because Commusoft's real-time GPS system is tightly integrated into a world-class job management system, it allows operations managers to make better decisions when it comes to tracking jobs. 

By bringing scheduling information and engineers’ locations together, Real-Time Vehicle Tracking gives operations managers the ability to create faster, more efficient schedules, which in turn lets them:

• Reduce engineers’ travel time.
• Reduce costs by pinpointing unsafe driving and rough vehicle handling.
• Schedule more jobs into a single day.
• Reduce service windows and provide faster customer service.

Real-Time Vehicle Tracking also increases the odds of recovery in cases of vehicle theft. 

'These are all benefits a business wouldn't see with a traditional GPS,' says Jason Morjaria, founder of Commusoft. 'Our Real-Time Vehicle Tracking now gives businesses of all sizes access to a world-class schedule optimising solution.'

How does Commusoft's Real-Time Vehicle Tracking work?

Commusoft sends users a dedicated Commusoft GPS vehicle tracker; it's highly precise, and can’t run out of battery or be left behind at a work site—unlike tracking solutions that rely on a mobile phone’s built-in GPS. Plus, there's no need to track your engineer’s personal device, just the company vehicle.

The vehicle tracker interfaces with the Commusoft job management software to let the user track their vans and engineers in real time from their desktop or mobile device.

Commusoft’s Real-Time Vehicle Tracking is included at no extra monthly charge for Commusoft's Paperless Office plan users and higher. Users pay a one-time charge per vehicle tracker (one per vehicle), but no extra after that. Now, field service businesses can finally say goodbye to monthly vehicle tracking fees, and say hello to real-time GPS tracking included in the price of their job management software.

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In this episode of The Field Service Podcast, Field Service News Editor-in-Chief talks to Kevin McNally, Sales Director for Asolvi about how technologies such as Cloud, Mobile, Artificial Intelligence and IoT have enabled smaller companies to not only meet the service standards of their larger peers but in some instances exceed those standards...

Did You Know? You can now subscribe to The Field Service Podcast on iTunes! Check it out here and subscribe to get the podcast straight to your phone, desktop or tablet as soon as they are released! 

Want to know more? Field Service News have published a white paper sponsored by Asolvi that explores this topic in further detail. This white paper is available exclusively for fieldservicenews.com subscribers.

If you are not yet a subscriber and are a field service professional you can apply for a complimentary subscription below (after reading our T&Cs here first) and we will send you a copy of the white paper as soon as we receive your application.

Click here to apply for your complimentary industry subscription to fieldservicenews.com and access the white paper now!

Note: Please do take the time to our T&Cs (available in plain English at fieldservicenews.com/subscribe) and note that this content is sponsored by Asolvi)
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Atos, a global leader in digital transformation today announces that it has been identified as a ‘Leader’ by global research and advisory firm NelsonHall in its latest Vendor Evaluation & Assessment Tool (NEAT) for Cognitive IT Infrastructure Management...

Atos supports businesses in their digital transformation by providing the tools, services and consulting to enable them to successfully implement next-generation IT infrastructure and workplace services, such as those which use Artificial Intelligence (AI), cognitive, machine learning, deep learning, virtual agents, advanced analytics and robotics.

Atos’ brand new Codex AI Suite, announced recently, supports businesses and research institutes in the development, deployment and management of AI applications. It offers an easy-to-use, efficient and cost-effective solution to rapidly build and deploy AI applications, better extract value from data and develop new business opportunities.

Atos’ end-to-end Digital Workplace offering includes a range of intelligent solutions to enhance the user experience.Atos’ end-to-end Digital Workplace offering includes a range of intelligent solutions to enhance the user experience. This includes the Atos Virtual Assistant (AVA), which leverages Cognicor’s next-generation AI engine, to offer help and support for users, resulting in reduced downtime, increased user productivity, and cost reduction.

Commenting on this ranking, John Laherty, Senior Research Analyst at NelsonHall, said: “Atos is driving digital transformation across both infrastructure and service desk to improve business outcomes and end-user experience; it is embedding automation into all its standard infrastructure managed services offering for clients.”

Elaborating on Atos’ role as a leader in Cognitive IT Infrastructure Management services, Peter Pluim, Head of Infrastructure & Data Management at Atos, said: “We are delighted to be recognized as a Leader in Cognitive IT Infrastructure Management by NelsonHall. We offer an end-to-end approach to automation and robotics, thereby reducing costs, increasing quality, and creating differentiation with real-time insight for our clients.”

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In the penultimate feature from our exclusive serialisation of Jim Baston’s excellent industry focused book Beyond Great Service, we begin to see how our protagonist Charlie and his teams journey towards better understanding the balance of building revenue streams from the service department has begun to formulate into a clear and workable strategic approach...

You can catch up with earlier features from this series by clicking here

Based on the feedback from several customers, Charlie is ready to roll out the strategy of engaging his technicians in proactive business development.

He calls the initiative Intelligent Service. We join Charlie as he presents the concept details to his team.

The key components and actions/comments are summarized in the table below:

Charlie reminds the team that the focus is not to sell but to serve. He clarifies that serving means taking a proactive approach to speaking with the customer about the actions they can take to run their facilities more effectively.

Only if the technician feels there is a valid need that could be addressed by a particular service offered by Novus, should the tech promote that service.Only if the technician feels there is a valid need that could be addressed by a particular service offered by Novus, should the tech promote that service.

Charlie emphasizes that in no way do they want the techs to talk up Novus’ services just for the sake of sales.

Charlie is about to move on to the next slide showing the implementation steps and associated time frames when Peter stands up. Peter is a quiet, thoughtful technician and rarely speaks at the service meetings. When he does, he usually has something valuable to say. This was not to be an exception.

“Charlie, with all due respect,” opens Peter, as he pauses and looks down at the floor, “this is a good approach and I am all for the initiative. Frankly, it makes perfect sense to me. In fact, I think we all do this to some degree now...” Peter paused again, and Charlie waited in anticipation.

“But, if we do all the things that you point out here, we won’t have any time to do productive work. We’ll be spending all our time gabbing with the customer and I don’t think they’re going to like that, and neither will Novus.”

Charlie smiled. It was a good point and he was glad it came up, especially by someone as respected as Peter. It probably means that a number of techs feel the same way and it is important to clear the air on this.

“Thanks for that, Peter. You bring up a good point. I don’t think that this will have much of an impact on non-productive time if it has any at all. At the kick-off meeting, we will explain the program and ask the customer if they’re interested in participating. I expect that in most cases they will say yes, and by doing so, they will be giving us permission to discuss opportunities with them.

Also, as techs, you’re only going to be discussing items you feel are in their best interest, taking into consideration your experience and knowledge of the customer’s needs, so the time factor should be quite minimal.”

“Yeah, but what about this mid-year walkthrough stuff, and the time looking for opportunities. Won’t they take a lot of time?”

“It will take a bit of time,” conceded Charlie. “During the walkthrough, you can make the most of it by asking questions to get an even clearer idea of their needs and goals, along with pointing out areas where improvements can be made. I think it’s time well spent and I’m sure the customer will agree.”

Look and listen for evidence of problems as you walk to and from the work area. Be prepared to ask questions of the customers and their staff as you go about your normal routines“Remember too, that we will have already discussed the idea with the customer and gotten their buy-in at the kick-off meeting. As far as looking for opportunities, we only ask you to do that as you are doing your normal job.

Keep your eyes open for things that may not be right.”

“Look and listen for evidence of problems as you walk to and from the work area. Be prepared to ask questions of the customers and their staff as you go about your normal routines. Let’s see how things go. I suspect that the return on this effort will far exceed the time invested. Does that address your concerns, Peter?”

Thinking about your business:

• Is your business development strategy positioned as an integral part of the service you provide?
• Have you created a performance “dashboard” to monitor your progress?
• Do you have a plan in place to teach, coach and reinforce the skills development of your field team?

Next time Charlie reflects on the progress he has seen since implementing the Intelligent Service strategy.

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