ARCHIVE FOR THE ‘management’ CATEGORY

Workforce optimisation specialists Leadent Solutions have recently launched a new health-check service for companies operating a mobile workforce to ensure they are getting the most out of their existing systems and processes.

To find out more about what this service entails Field Service News Editor Kris Oldland spoke exclusively with Emma Newman, Managing Consultant at Leadent Solutions and we will be bringing you this interview across the next four weeks.

In this first part of this new series the discussion focussed on perhaps the most important part of any organisation, the people.

In part two we discussed why processes are such a key ingredient in the successful mix of a field service organisation and how we can get these right and in part three we looked at assessing the systems you have in place

There is also an accompanying series of articles to this interview which add further insight into the health-check. The first of these of which is available here.  The second feature written by Mark Thompson, Managing Consultant with Leadent Solutions is available here and looks at processes, the third feature written by Kevin Anderson looks at systems is available here and finally the feature which accompanies this instalment is available here

 

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If you think your company could benefit from the Healthcheck you can contact Emma and the team directly by clicking this link

 

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As our exclusive series looking at Leadent Solutions new Healthcheck service draws to an end we Dave Kemp, Managing consultant takes a look at what outcomes can be anticipated when companies go through the process which is designed to help them get the most out of their existing service management systems.... 

If you missed the introduction to this series you can revisit part one here and the second feature, which focussed on the processes in a field service organisation is available here and the third part which focusses on the systems in place is available here

If you think your company could benefit from the Healthcheck you can contact Dave and the team directly by clicking this link

Planning for the journey

In Parts 1,2, and 3 of this series of articles we have explained that to understand the health of field-based operations, and to identify areas for improvement, a holistic view covering People, Process and Systems is required. The initial output of Leadent Solutions Workforce Health Check detailing issues and recommended remedial actions really only represents the start of a journey. This article discusses how to take the next steps in delivering improvements.

Deciding What You Need To Do?

Put in a new scheduling system, re-engineer the mobile application, adopt a new work priority schema, upgrade the contractors’ portal, focus on office / field collaboration in planning decisions, re-train the call agents….

A review or health check will detail issues and recommend remedial actions. What now? Of course there will be budgetary limitations, and a keen expectation regards delivery timeframes, but question around ’what should be done?’, ‘in what order?’, and ‘what can be deferred?’ will remain. To make these decisions we need to understand the business value associated with each of the remedial actions, the costs, and the ease or difficulty of implementation. Other methods are available, but mapping potential changes by business value and implementation difficulty (and cost) usually works well.

This is a start point in deciding what needs to be done, and what is a priority to the business. Input from across the business, including field operations is required, early buy-in being absolutely essential.

Understanding the Bigger Picture

The health check will have focused on looking at issues and opportunities related to field operations. However, before proceeding with remedial actions, an understanding of broader considerations is required.

• Does the company plan to make any structural or organisation changes?
• What IT or change programmes are planned or ‘in flight’?
• Regarding technology, are there planned upgrades?

These questions are examples only, but it is clear that the bigger picture needs to be understood. It will impact what remedial action is done, if there are any dependencies, and when it can be done.

Staying with the car analogy adopted in this series, you may have decided to replace your old Toyota, but now know the new model is due out early next year. Do you buy now, and maybe pick up a bargain, or wait for the very latest model, one of the very few on the road?

By categorising and prioritising remedial actions, by understanding the bigger picture and dependencies, and of course working to money and time constraints, it should be possible to group actions into work packages and establish an order to those work packages.

Giving Your Project Some Shape

A project focused on making some minor, short term configuration changes to a forecasting system being delivered to a small central planning team probably needs a different approach to a transformation programme introducing a brand new mobile solution to 8,000 field engineers based across the region. It’s very much horses for courses! Focusing on the transformation end of the scale, the programme will have to consider:

• Requirements confirmation
• Detailed design (process and IT)
• Build and testing (IT)
• Stakeholder management
• Business readiness
• Communications
• Training
• Proof of concept / pilot
• Implementation and support approach
• Benefits realisation and tracking

Of course, this all needs to be underpinned by programme and project management activities, and an appropriate governance approach. Again, horse for courses!

Putting the Team Together

It’s vital that changes made impacting field -based operations involve subject matter experts from support functions and from the operational business. At Leadent Solutions, working with our clients, we have seen this work well when:

• The Project Board has full functional representation
• When team members are seconded from Business As Usual roles on to project positions
• A business network, with representatives from all appropriate functions, is used to inform or validate design or implementation decisions

Business representation on the project team in part ensures the integrity of the final solution, and, to some degree, removes the ‘not designed here’ risk.

Keeping the Business Informed: Communicate, Communicate, Communicate

In the first article we focused on ‘People’, their prime role in business performance, and the importance of change management in any improvement activities. It’s not my intention to revisit change management generally in this article, but it is worth re-iterating the importance of communication.

It’s important from the very outset that the business understands:

• What the project / programme will deliver
• How they will deliver it
• What the project expects from the business
• The anticipated timeframes
• What the feedback channels are

And that those messages are:

• Tailored to the audience (a field engineer will not want to see a detailed project plan)
• Repeated on a frequent basis

With the disparate nature of field-based operations, communications are not always straightforward. Team meetings may be infrequent, access to systems or the internet is not always assured. Some creative thinking may be required to make sure the messages are heard!

As an output of the Healthcheck, we work with clients to shape, plan and set-up remedial actions – this can range from simplistic but focused action plans to large transformation projects. This article has highlighted some key considerations in that process.

Next time, the last part of this series covers a Case Study at Anglian Water.   A Leadent Solutions Health Check on the quality of work schedules led to a number of changes in the set-up and configuration of the ClickSchedule application. These changes have driven immediate improvements in field engineer productivity.

There is also a video interview that accompanies this feature with Emma Newman, Managing Consultant Leadent Solutions which is available here

 

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If you think your company could benefit from the Healthcheck you can contact Dave and the team directly by clicking this link

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Whilst it is often the selling point of specialist field service technology, improving productivity can also be achieved through good management. So as part of a new series from Steve Brand, Senior Consultant with field service training specialists SGSA, we look at eight key management concepts that can help you improve the productivity of your mobile workforce.  

The topics included in this series are based around the content of SGSA's 4 and half day, university standard training course for field service managers and Field Service News readers are eligible for a discounted attendance. Further details, a discount code and links to registration are all included at the bottom of the page...

Back in the 1970’s, management best practices were revolutionised by Peter Drucker’s work; it has endured, withstanding the test of time. New books on management best practices are published almost weekly but despite new terminology, they are based on the same fundamental principles. Drucker’s golden rules remain unchanged:

• Define the mission
• Set the vision
• State the goals
• Empower
• Communicate
• Use metrics carefully
• Treat employees as a valued resource

So what else, can Field Service Managers do to ensure their team members are highly motivated and committed to delivering high performance?

In this series we will present eight concepts that have the potential to improve the way Field Service Managers lead and organise their teams. Correctly applied, these concepts will result in improved productivity and employee motivation/satisfaction.

We begin with two less common but very powerful management tips to help Field Service Managers improve their relationships with their engineer and increase productivity.

Concept #1: Close the ‘Knowing-Doing’ Gap

Many organisations suffer from the ‘Knowing-Doing’ gap. Some managers seem to be forever attending meetings and conference calls; the output from which is often talk rather than action.

As managers talk more and more, less and less actually gets done! We see some leaders discussing the metrics incessantly, telling others what is wrong with the business, spouting the latest business-speak or techno-gabble, drawing up plans for projects that never get off the ground and even criticising their peers. These are all forms of Smart Talk.

Smart talk abounds in the work place and leads nowhere.  It occurs at all levels of the organisation and can be seen wherever employees attempt to sound knowledgeable or confident by being critical or negative, or by using overly complex language for simple concepts.  The “that won’t work because…” statements, ridicule of others’ suggestions or using phrases such as the ‘Transformation to a Virtual Organisation Project’ when all we want to do is give mobile devices to staff, are all examples of smart talk.  The impact of smart talk is that it adds confusion, hinders problem solving and prevents knowledge sharing.

 

There are a number of ways to eliminate Smart Talk. Firstly, take time to explain the thinking behind initiatives and changes. Secondly, ensure all company messages, directives and objectives are short and simple; never use a written paragraph when a spoken sentence will do.  And finally, create an environment of trust and respect amongst the staff.

Field service engineers must feel that they can promote their ideas without fear of criticism or ridicule. Focusing on what went wrong, who is to blame or why something won’t work is self-defeating.  The key to success is to put aside what went wrong and focus on what we want or what needs to happen next.

Concept #2. Putting the Team’s Whole Brain to Work

Efficient problem solving requires a group of individuals who see the world differently from each other, to work together in a constructive manner.  The key is to identify these differences and to help individuals with opposing perspectives and styles, to work together.

For example, so called ‘left-brained’ thinkers tend to approach a problem in a logical, analytical way.  ‘Right-brained’ thinkers rely on more non-linear, intuitive approaches.  Some people prefer to work together to solve a problem; while others like to gather and process information by themselves.  Abstract thinkers need to learn about something before they experience it; for experiential people the opposite is true.  It is important to remember that these different approaches are preferences rather than skills.

Two field service engineers with different cognitive preferences, when faced with the same problem, may reach an identical solution at the same time, but use very different thought processes.  Neither approach should be considered superior. The challenge for Field Service Managers is to understand these subtle cognitive differences and that engineers with differing approaches may clash or struggle to work together effectively, without intervention.

 

There are many diagnostic tools available to identify these preferences and report back with various levels of detail.

Field Service Managers who do not understand this concept or know their engineers’ default style, may fail to create an environment where innovative solutions are produced quickly.  In order to take full advantage of these differences, the manager must carefully select which engineers work together on problems.  In most situations, a mixed group will considers more options and the final solution will be better of better quality, than any, one engineer would have produced on their own.

The downside of this approach however, is its potential to create friction.  To ensure success in whole-brain problem solving, the manager must take time to define the goal and the rules of engagement; the conflict should not be personal. It is a common mistake to think that a group of people will work together as an effective team when left to their own devices.

In fact, teamwork only happens when leaders create the opportunities for teamwork and effectively manage the process.

The Field Service Manager program is dynamic and interactive, with students frequently working in small groups, presenting findings and working on the course case study.

The program is four and a half days of course content and university-level instruction and learning that is focused on managing a field service operation.

If you want to see more information or register for the course you can do so by clicking here

PLUS! Field Service News subscribers receive a 10% discount on the course fee when quoting reference FSN0209.

Terms and conditions apply

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Event Name:Enterprise Mobile Technology 2015
Date: 26 February, 2015
Registration: Click here to register

Overview: Hosted by Panasonic Toughbook & Toughpad the Enterprise Mobile Technology 2015 is a unique one day event bringing together leading executives and key decision makers, partners and suppliers from the mobile services industries.

The event is designed to provide a platform to discuss smarter technologies for a connected mobile workforce. You’ll hear from industry experts, explore new and emerging technologies and also have the opportunity to network with peers and colleagues.

From discussions about the tablet productivity revolution to connectivity in the field and transforming mobile operations, this is a must-attend event.

The day has a full itinerary planned with a number of key speakers including

• Kevin Tristram - General Manager, UK & Ireland Panasonic Computer Product Solutions
• David Rodger, Commercial Lead, Windows Business Group, Microsoft UK
• Lee Johnson - Director, Global Marketing, NetMotion
• Kris Oldland - Editor of Field Service News

With a mix of workshops, presentations and networking including a gala dinner with guest speaker Alan Hansen the day is set top be an excellent opportunity for all field service professionals and those who are responsible for the effective management of a mobile workforce.

 

"With terms such as the 'fourth paradigm', 'industry 4.0' and the 'golden age of information' being readily applied to the early decades of the twenty first century, it is in no doubt that we are currently in the middle of a perfect storm of innovation that is pushing both technology and industry beyond evolution and into revolution."

"Not only is this happening but it is happening faster and faster than ever before. So how will the field engineer of five years time differ from the engineer of today? This is what intend to explore in my presentation at Enterprise Mobile Technology 2015 and it will be great to hear how others at the event see the future also"

The event is being hosted at the Hilton at St George’s Park, Burton Upon Trent which is approximately 30 miles from Birmingham and trains from London St Pancras and Euston both run regular services to either Derby or Lichfield Trent Valley stations respectively which are close enough to get a taxi from. 

A limited number of tickets are still available and registration ends this week.

You can register for the event on this link

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Workforce optimisation specialists Leadent Solutions have recently launched a new health-check service for companies operating a mobile workforce to ensure they are getting the most out of their existing systems and processes.

To find out more about what this service entails Field Service News Editor Kris Oldland spoke exclusively with Emma Newman, Managing Consultant at Leadent Solutions and we will be bringing you this interview across the next four weeks.

In this first part of this new series the discussion focussed on perhaps the most important part of any organisation, the people.

In part two we discussed why processes are such a key ingredient in the successful mix of a field service organisation and how we can get these right.

There is also an accompanying series of articles to this interview which add further insight into the health-check. The first of these of which is available here.  The second feature written by Mark Thompson, Managing Consultant with Leadent Solutions is available here and looks at processes and finally the third feature written by Kevin Anderson and like this video looks at systems is available here 

If you think your company could benefit from the Healthcheck you can contact Emma and the team directly by clicking this link

As we continue our series looking at Leadent Solutions new Healthcheck service designed to help organisations get the most out of their systems and processes for optimising their field-based workforce Kevin Anderson takes up the mantle as he focusses on systems. 

If you missed the introduction to this series you can revisit part one here and the second feature, which focussed on the processes in a field service organisation is available here.

Focus on Systems

In parts 1 and 2 of this series we’ve talked about the importance of people and process to running you field-based operations, but without the right technology or systems it’s unlikely that your business is running optimally. A technology review is a key component of the Leadent Solutions Workforce Health Check.

The Promise of IT

Over recent years, technology has transformed field-based operations.  At the Field Engineer’s end of the process communication, hardware, and applications continue to advance at pace, with many companies now beyond their first mobile solution.

Similarly, automated scheduling and deployment systems have provided a paradigm shift in the way supporting back office functions work in the last ten years.  Industry leading organisations have recognised the importance of forecasting and planning in field-based operations, and we are therefore seeing an increased focus on technology solutions in this area.

The core enterprise applications covering job and asset management, customer management, supply chain, and reporting functions typically make up the IT landscape for field-based operations.

It may be that your IT is set-up well, is integrated, has appropriate functionality, enables your processes and employees, and supports the delivery of optimal business outcomes.

Most likely not all those boxes are ticked!  We often see our clients sitting in one of two camps.  Some clients have systems that are past their sell buy date in terms of ease of use, functionality or outcomes, and this is where replacement would probably be the best option.  Other clients have adopted new technology solutions, but have failed to realise expected benefits.

Staying with the motoring analogy adopted in this series of articles, maybe it’s really time to change that much loved, but old and problematic car.

Perhaps now’s the time for a change, a shiny new car with all the latest gizmos!  Or, perhaps the car you bought only last year simply needs a service to make it feel like new?

Taking a System View

The Leadent Solutions Workforce Health Check will take a view on your systems.  The health check may be part of a broader review of operations, alongside consideration of processes and people, for example.  It may cover the full suite of technology solutions enabling your field-based operations, or it may be limited to a specific application.   Review components include:

• Business objectives
• IT strategy (as required)
• Operational performance (targets and actual)
• System functionality, including alignment to process
• System configuration (as required)
• System enhancements (as required)
• Known issues
• Employee viewpoint (IT Department and End User)
• Current projects / programmes

As experts in understanding workforce optimisation for field-based operations, we know what good looks like.  We will highlight key issues and gaps, and recommend remedial actions.  Depending on the scope of the review and findings, this may be a prioritised action list, or maybe something more akin to a longer term technology adoption road map.

On The Way Out

The outcome of a review may show that a system, or suite of systems, are past their sell buy date in terms of ease of use, functionality or outcomes, and replacement would be the best option.

Finding yourself in this situation can be daunting.  You can see that a new system is a must, and the risk you are placing on your operations by continuing to make do with the existing technology is one you should look to mitigate as soon as possible. But the options available to you are, to some extent, incomprehensible, so where on earth do you start?

Leadent Solutions know and understand the leading technologies that enable field based operations.

Whether it’s large ERP level software, or SME targeted solutions, it is our business to understand this market so we are able to help our clients make informed choices about technology.  Even so, there’s a mind-boggling array of products and technologies out there and it’s hard to know where to look, or more importantly, what to focus on when making that product selection.

After conducting in-depth research into field-based workforce management software capabilities, we’ve found that the market is pretty mature, with lots of different products catering to different, specific requirements.  Important things to consider in this evaluation are:

• Involving the right people,  from the business, from the IT Department, and potentially third parties subject matter experts
• Understanding the functionality you require, detailing functional and non-functional requirements
• Understanding any constraints (IT strategy, budget, timelines, e.g.)
• Being aware of any complexities in implementation, including potential integration issues
• Establishing the criteria against which you are going to evaluate
• Having a defined evaluation selection process that includes demonstrations, proof of concepts, reference site visits, for example

It’s a process that, if managed effectively, can really lead to a step change in the performance of your field-based operations.  Product selection is one thing, implementation another.  Implementation is a subject that we will return to in the fourth article in this series.

Fine Tuning

You have invested time and money in new technology, but it’s simply not delivering the expected business performance.   There many reasons why that may be case, for example:

• The original implementation fell short in terms of functionality and ease of use
• Business adoption isn’t as planned
• Subsequent system changes have focused on specific issues, not the broader performance
• The business and its processes have moved on, leaving the technology behind[/unordered_list]

A health check may conclude that exploiting the technology you have, rather than replacing systems, is the best option. Exploitation may include software re-configuration and / or system enhancements.

System upgrades potentially also fall into this category.  By involving the right people, understanding the functionality you require and any known constraints, and being aware of any complexities in implementation, this will drive the detail of the improvements required.

The last part of this series covers a case study at Anglian Water, where a health check on the quality of work schedules led to a number of changes in the set-up and configuration of the ClickSchedule application.

This article has focused on technology, but business solutions depend on technology, process and people.  It may not be technology where remedial action is required.  Particularly where there are issues of business adoption, understanding and rectifying the people issues may be of greater importance.  That system issue may just get fixed by re-briefing or re-training your employees.

So, in this series, we’ve now talked about optimising the three cornerstones of your field-based operations namely people, process, and technology.  Hopefully, we’ve shown how looking closely at what you are already doing, and considering the options for improvement, this can lead to real change in your business.

Next time, we’ll consider how you can plan to make the required changes.

There is also a video interview that accompanies this feature with Emma Newman, Managing Consultant Leadent Solutions which is available here

If you think your company could benefit from the Healthcheck you can contact Emma and the team directly by clicking this link

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After last week’s focus on People, this week we’re turning our attention to the importance of checking your processes for field-based operations are in good shape. They may not be as enticing as people or technology, but processes are the backbone of business operations that any organisation ignores at its peril. Mark Thompson, Managing Consultant at Leadent Solutions explains further...

Our car analogy, introduced in Part 1, extends to illustrate the importance of process. You might take your car in for a service at the local garage, but think of the range of processes involved to complete it successfully: facilities management, human resources, logistics, call management and customer service, and scheduling and operations, for example.

This also rings true for your field-based workforce: effective processes are the core of successful operations - of course enabled by technology, and executed by engaged and skilled employees. But without process, operations will be compromised.

Taking a Process View

Operational reviews can often only focus on the technology, forgetting the supporting processes and looking only at one part of the whole. However, processes are fundamental to achieve mobile workforce excellence – after all, this is the part that defines execution, exerts control, monitors performance and provides essential management information, so that you know your operations are providing value to the organisation. Processes are wide ranging and cover customer, assets, and jobs, alongside managing the mobile workforce.

Processes operate over different timeframes, some more planned and long term, some reactive, more here and now. Without clear and relevant processes to define how you manage your customers, your work, and your mobile workforce, an awful lot of effort and cost can be wasted. This is perhaps obvious – all organisations have processes, right? Well, yes, but are they the right ones and are they producing the right results?

 

Seeking Optimal Performance

With our clients, at Leadent Solutions we use a Workforce Optimisation Heath Check to review current state business processes, most typically covering the core functions listed below:

• Long and medium term planning
• Tactical planning
• Customer management
• Scheduling
• Work deployment
• Job execution
• Exception management (Work and Resources)

It is about the end to end process, but also ensuring that the individual processes have integrity in their own right, and that the processes are integrated and work as a whole. It’s important to recognise that the process for forward ordering car engine components is as critical as the process for fitting the components.

Checks are also required to understand that the processes are measured, managed, and controlled.

Through a process mapping exercise, the current state review will highlight ineffective processes and ineffective process integration.   Performance metrics analytics will confirm or add to findings.   We will also listen to stakeholders to understand and document their issues. Once we have this information an additional step of root cause analysis will unearth the actual problems requiring rectification.

 

Alongside reviewing the effectiveness of business and system processes, it’s essential to consider how processes are aligned to the overall business objectives. There’s little point in coming up with near-perfect, gold standard processes if they are geared up to provide a completely different value to that which your organisation needs to meet its aims.

Getting Back on Track

Issue identification, root cause analytics, and business alignment checks will highlight areas for improvement. In understanding the issues and any shortfalls that may have evolved, a picture of ‘what good looks like’ starts to come together. With this knowledge, the review can determine recommendations and future remedial work with much more clarity and purpose.

Remedial actions will vary depending upon the nature of the workforce management processes and current state, but may include, for example:

• Process corrections and improvements
• Process automation
• Role and responsibility changes
• New or modified Key Performance Indicators
• System changes (potentially in planning, scheduling, deployment, mobile applications, but also other supporting systems, e.g. customer management, procurement / supply chain)

Aligned to business needs, remedial actions will be prioritised and recommendations made on how these should be approached. Regards approach, consideration will most likely cover issues of IT deployment, business readiness, organisational change, training and communications.

Taking the Organisation with You

Process health checks are completed using a mix of review workshops, data and information gathering, and stakeholder interviews. It is critical that the right people are involved, with representatives from all functions, and that they are properly engaged in appropriate review activities. Their knowledge and viewpoint are integral to the success of the exercise. Business sign-off of the priority issues and remedial actions is also of paramount importance. Staying with the car analogy, the review will definitely be a journey, maybe an uncomfortable one at times, but at all times stakeholders must feel like they are driving.

Taking a Holistic Approach

Effective processes are aligned to business objectives, work effectively and drive value in terms of service and cost. To achieve this it’s important that they are set-up optimally: are yours?

In reality, effective business solutions need process, systems and people working together. Set-up and managed correctly, the enabling function of technology, and the behaviours and actions of people make business processes operate effectively (or otherwise!). In any review activity is it difficult to separate process, people and system, so a holistic approach is best.

In part dependent upon known issues, in part dependent upon planned or ‘in flight’ programmes or projects, it may be possible to review all three components in tandem, or at least draw on other sources to provide that holistic approach. However this is managed, the crucial part is to take that over-arching view.

Next time we’ll be looking at the role of Systems in assessing the health of your field-based operations…

If you think your company could benefit from the Healthcheck you can contact Emma and the team directly by clicking this link

Also check out our exclusive interview with Leadent Solutions Emma Newman that accompanies this feature

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Workforce optimisation specialists Leadent Solutions have recently launched a new health-check service for companies operating a mobile workforce to ensure they are getting the most out of their existing systems and processes.

To find out more about what this service entails Field Service News Editor Kris Oldland spoke exclusively with Emma Newman, Managing Consultant at Leadent Solutions and we will be bringing you this interview across the next four weeks.

In this first part of this new series the discussion focusses on perhaps the most important part of any organisation, the people.

There is also an accompanying series of articles to this interview which add further insight into the healthcheck. The first of these of which is available here. 

If you think your company could benefit from the Healthcheck you can contact Emma and the team directly by clicking this link

Workforce optimisation specialists Leadent Solutions have recently launched a new health-check service for companies operating a mobile workforce to ensure they are getting the most out of their existing systems and processes. In this series we will be looking into the various stages of the health check. Here in this first instalment of this series Emma Newman, Managing Consultant with Leadent Solutions, looks at the perhaps the most important element of any field service company, it's people.

There is also an accompanying video interview series Emma Newman the first instalment of which you can see here.

Your operational business may be about maintaining and repairing assets, it may be about resolving customer issues, or both.  Without doubt, you will be looking to improve the performance of your assets or service to customers.

You will be concerned that the right work is being done by your field-based workforce, that engineer productivity is maximised, that idle time and travel are reduced, and that cost and risk to the business are minimised. You may be aware of issues with your operations, be they related to performance, process non-compliance, behaviour or systems.  Given the breadth of processes involved in getting an engineer to site and completing work, covering planning, asset and job management, customer management, scheduling and deployment, and job execution, there may be issues that are, so far, unknown.

 

Many of us are car drivers.  When the car is not working it gets a visit to the garage.

However, we also know that keeping your car regularly serviced means that you avoid unexpected breakdowns, costly repairs or even worse, a completely new purchase. The principles relating to car servicing can, and should, be applied to field-based operations.  In this exclusive five part series we aim to explain why and how checking the health of your field-based operations can avoid short-term crises and result in greater long term value.

Across this series we will explore the following four areas...

1. People
2. Process
3. Systems
4. Improvement Planning (Planning for the Journey)

In this first article in the series we take a look at ‘People’, and their role in your business operations.  Subsequent articles will cover Process, Systems and Improvement Planning, and will finally be followed up by a case study which highlights how Leadent Solutions worked with Anglian Water to review and improve the set-up of their scheduling system.

Part 1: Focus on People

If you’re responsible for operating field-based services to maintain or fix assets, or ensure service delivery to customers then you already know that people are your most important resource.

Ideally it’s the planners, call centre agents, schedulers, job deployers, customer liaison agents, as well as the field workforce that ensure processes are adhered to and systems updated accordingly.

Well thought-out, practical, yet innovative processes and solutions can lead to far more effective field-based operations, and with recent advances in technology, the benefits and cost saving opportunities just keep getting better.  This is great news for any organisation seeking to drive business improvements from the activities of its fieldforce.

 

Innovation and transformation, who wouldn’t want that?  However, we see many transformation programmes focus on technology and process, but fail on the people aspect.  This often results in processes not being adhered to and workarounds being put in place, where systems are misunderstood or perceived as lacking in functionality.  These workarounds are, in most cases ineffective to some degree, leading to additional costs, and, in the worst cases, creating a risk to asset performance or customer service.

Losing the Faith

In a recent Field Service News research report, it was suggested that 56% of companies interviewed were using a dynamic scheduling tool, but of those companies a shocking 43% had experienced two field workers turning up to do the same job.  This is more common place than you might think.  Technology is great when it works, but if staff lose faith in the system and revert to manual or paper scheduling then your productivity, cost and service targets are likely to be missed.

The loss of faith extends to field-based workers who see limited value in back office functions and associated systems – leading to a strained relationship between ‘office’ and ‘field’.  In the worst cases, activities are conducted ‘off system’, leading to issues of visibility and control.

Listen to your Employees

Across all functions involved in field-based operations, employees too have to ‘work’ existing processes and systems, and may have to adopt new solutions quickly.  Maybe the old practices weren’t that good, but the new process and systems may not feel quite right either…

Whether it’s managing the old way or adapting to the new, your employees’ views are all important; it’s feedback that should be valued and utilised. Staying with the car analogy, when you take your car to the garage, even for a service, don’t you expect the mechanics to listen to your observations?

Any review of operations seeking to identify issues or areas for improvement should encompass the views of those who operate and manage processes.  The Leadent Solutions healthcheck does just that.  The key is to being able to provide a mechanism and environment for honest feedback, and then be able to sort fact from the ‘noise’ (there will inevitably be a degree of ‘noise’, largely expressed through frustration).

A structured approach to understanding the employee point of view will require:

• Boardroom sponsorship
• Appropriate corporate communications (what we are doing, and why)
• Full functional representation across the end-to-end process  (back office and field)
• Facilitated workshops
• Analytics for issues classification and prioritisation
• A review of potential remedial actions
• Employee buy-in and sign off (via representatives)
• Executive understanding and buy-in

It may be appropriate to measure employee engagement before and after the review, to confirm the integrity of the output, for example via a Change Readiness Assessment.

Moving Forward: Change Management Is Key

In part by taking on board the views of process owners, we know change is required.  In any change, process or system driven, minor change or part of a larger transformation programme, the consideration of people is all important.  Projects fail where the people element receives inappropriate attention. How many projects design new processes and systems without properly engaging the workforce?

A Gartner Survey conducted in 2013 showed where IT programmes fail, that nearly two thirds fail primarily because of shortfalls in change management.

Most typically it’s not the technology!

In setting up and running improvement projects, project sponsors, funding and other governance boards and project managers must ensure the people aspect is covered appropriately.  Typically this means a ‘change’ approach is required for stakeholder management, communications, training, roll out / implementation, and post-go-live support.  Any change in approach should ensure subject matter experts and functional representatives are involved in all project phases – including design and testing.

 

Making sure your people follow processes correctly takes time and effort, but involving them in the development and testing stages as early as possible will help them to feel part of the solution, which will result in much greater level of user adoption.  Utilising super users and process champions will also help to ensure that people feel empowered to use the systems in place and will help to enforce best practice and governance across the board after go-live.

Training is often an afterthought – if you are able to combine user acceptance testing, service rehearsals and training, it will create a much more natural progression throughout the business changes that lie ahead - focussing on roles, and their dependencies throughout the workforce management process.  Understanding how roles, responsibilities, actions and consequence are drawn together will also create a greater sense of responsibility within the change and adoption process.

All projects additionally need to consider post-go-live support and business as usual feedback mechanisms once the project team has disbanded.  If anything, issues may only surface after implementation.  This is why the particular problems of remote mobile workers providing feedback or getting issues fixed needs consideration.

Power to the People

People are your most valuable resource.   The very best way of improving your job and workforce management operations is too get them involved.  Listen to what they have to say, use their expertise as key input to making transformation changes.

To a very large extent, the way you engage and manage people has the power to make or break the success of your operations – take them with you and you’ll have the potential to create sustainable long-term value for your organisation and customers, leave them standing as the organisation ploughs on with a technology change or implementation and you could be left wondering where it all went wrong.

Next time we’ll be looking at the role of Process in assessing the health of your field-based operations……

If you think your company could benefit from the Healthcheck you can contact Emma and the team directly by clicking this link

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