Outsourced fleet and mobility management specialist Fleet Operations has set itself a net zero carbon target by signing up to a carbon offsetting scheme for all the greenhouse gases created by the business.

The bold move comes in the wake of the company's recent certification by the British Assessment Bureau to the ISO14001 standard for environmental management. This rigorous benchmark provides unequivocal proof of an organisation's green credentials, and alongside the carbon neutrality commitment, underlines Fleet Operations' ongoing commitment to the green fleet agenda.

FLEET OPERATIONS HAS CONVERTED 30% OF THEIR FLEET TO ELECTRIC AND HYBRID VEHICLES AND SWITCHED TO RENEWABLE ENERGY

"With our zero carbon target, we are aiming very much to lead by example,” said Fleet Operations Managing Director Richard Hipkiss. “ISO 14001 puts a management system in place which ensures that we will deliver on this important environmental promise. We help clients to cut their environmental impact and fleet running costs every day, not just by moving to electric vehicles but by empowering their employees to take a more flexible view of business travel."By encouraging drivers to swap their car to more sustainable options like public transport, spot hire or electric pool cars for shorter journeys, we help our clients to green their fleet and mobility policies.

As well as converting 30% of their fleet to electric and hybrid vehicles, Fleet Operations has also installed solar panels at their head office in Newcastle-under-Lyme, switched to a 100% renewable energy provider and following a thorough benchmarking of their energy consumption, the company has set clear KPIs to reduce energy and fuel usage over the next two years.

An internal 'Think Green' campaign has also been launched to encourage and motivate staff to change their behaviour with regular updates and poster reminders in every office, and team targets to reduce paper and lighting consumption. The certification adds to Fleet Operations' existing list of quality standards, including the ISO9001:2015 standard for quality and ISO27001:2013 for information security, both secured in 2017 and renewed in 2020.

Fleet Operations is one of the UK's leading independent providers of outsourced fleet management services including strategic consultancy, multi-bid leasing, supply chain management, policy creation and risk management, data consolidation and vendor management.

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Further Reading:

• Read more about Managing the Mobile Workforce @ https://www.fieldservicenews.com/managing-the-mobile-workforce
• Read more about Fleet Operations on Field Service News @ www.fieldservicenews.com/fleet-operations
• Find out more more about Fleet Operations @ www.fleetoperations.co.uk
• Follow Fleet Operations on Twitter @ twitter.com/fleet_ops
• Follow Fleet Operations on LinkedIn @ www.linkedin.com/fleet-operations-limited/

>Prior to his death, Bill Pollock, left a number of articles to be published post-humously, his parting gift for the industry he served which such devotion for many years. Here, is the final article in that series, and is full of wit and insight in equal measure as anyone who has read Bill's work would of course expect... 

Well … How should I say this?

After more than 40 years covering the Field Services community, I’ve finally lost my Internet connection!

It’s been a great ride, and I’ve greatly appreciated the encouragement and support I’ve received from Kris Oldland and Field Service News over the years.

The way I’ve figured it, I’ve written more than 40 pieces for FSN, as well as having appeared in several Handy Little Books, Big Discussions, Podcasts and a video or two.

In addition, Kris and I were really kindred spirits (i.e., long before I actually became a spirit)! We both write extensively; we’re both Type A workers (actually, Kris is a Type A+ worker – he’ll leave you gasping in his dust!); and we’re both strong music aficionados!

In fact, Kris and I shared nearly equal reverence for our favorite guitar players – Kris likes Tommy Emmanuel, and I had always leaned more toward John Lennon, George Harrison, Roger McGuinn and Tom Petty. In fact, my prized possession among my 15 electric and acoustic guitars was my 1993 replica Rickenbacker 12-string electric, accompanied by the Roger McGuinn Jangle Box. I wasn’t anywhere near as good as my “fab four” – but I still got the jangle out of my 12-string!

But, enough about my personal life! Now would be better served by sharing some of my final words of wisdom!

Having covered the services sector for more than 40 years, I’ve actually reflected some flashes of wisdom over the years, some of which I would like to share with you (that is, since I won’t be writing any more articles for FSN in the future). Let me leave you with “10 Things to be Painfully Aware Of” as you move through your own respective careers [Note: Please excuse the dangling participle – good grammar isn’t necessarily at the top of my list anymore!]:

 

10. If you’re not already hard-wired for the services industry, it’s time to look for another profession.
11. If you think you’re already doing enough in support of your customers, you’re wrong; if you think you can do better, you’re right.
12. If you’ve adopted a “wait-and-see” attitude toward the implementation of new technology, you can assume that your top competitors have already done so.
13. When building your strategic marketing plan, don’t look back at your competitors for guidance; look forward to meeting your customers’ needs, requirements and expectations.
14. Don’t just pay “lip service” to word-of-mouth; build it directly into your services marketing plan.
15. Yesterday’s leader in your marketplace may not be around tomorrow; today’s leader may follow in the path of yesterday’s leaders; tomorrow’s leader may not even be in your marketspace today.
16. Don’t conduct a customer needs and requirements/satisfaction survey because you have to; do it because you need to.
17. Implement improvements when your market performance is not doing particularly well; but remember, it’s even easier to spend the time and resources to make improvements when things are going well.
18. If you discover something “broken” in your organization, fix it; but if you identify something stellar that your organization is doing, let the world know about it.
19. Don’t think of strategic services planning as a bunch of one-offs; build your plan on a foundation of synergy, collaboration and linkage.

 

If these top 10 items aren’t enough to get you through life, then I’ll see you on the other side soon! Otherwise, it may take some time.

In any event, goodbye to all my friends and associates in the global services community. It was a pleasure working with all of you toward the common good!

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Further Reading:

Read more excellent insight from this true industry giant:

• What is the difference between good and great customer service?

• Identifying the differences between customers’ wants and needs

• Yesterday, Today, Tomorrow

• Does Your FSM Initiative Require a “Mid-Course Correction”?

• Customers’ reliance on the services your field technicians provide

• Time to Raise the Bar in Field Service

• A CUSTOMER PROBLEM OR A PROBLEM CUSTOMER?

 

Fleet Operations, one of the UK's leading independent providers of outsourced fleet management services, is helping companies plan for an uncertain future by offering free post-Covid Fleet Health Checks at this year’s Virtual Fleet and Mobility Live event. 

From flex fleet and affinity options to grey fleet and EV adoption, the fleet and mobility management specialist will be offering bespoke advice on how fleets can be as efficient and futureproofed as possible.

Fleet Operations director Jayne Pett said: “The Covid-19 pandemic is reshaping the fleet landscape and companies are now faced with unprecedented challenges.

“Not only are companies tasked with making the switch to more mobility-focused, electric-powered, data-driven fleets, but they are having to do this at a time when resources are increasingly limited.

THE COVID-19 PANDEMIC IS RESHAPING THE FLEET LANDSCAPE

“Immediate concerns include a need to adopt the most appropriate fleet strategies against a backdrop of economic uncertainty. Many are reluctant to commit to long-term contract hire, for example, opening the door to more flexible options including mid-term leasing.

“Risk policies and procedures are having to be reassessed to ensure driver safety and legal compliance, while trips to the office for employees now working from home may no longer be a classified as a commute, but rather as a business journey. This calls for staff employment contracts to also be reviewed to guarantee HMRC compliant mileage claims, and checks to ensure employees have the right insurance for business travel.

“At Fleet Operations, we have the insights and expertise needed to steer fleets onto the right path to adjust to the ‘new normal’ and ready themselves for the future.”

Other areas covered by the health check will include Total Cost of Ownership (TCO), fuel costs management, carbon footprint, fund options, cash and car allowances, salary sacrifice, cost visibility and streamlining administration. 

The Virtual Fleet and Mobility Live will see the fleet community come together, from fleet managers to experts and suppliers. This year’s virtual event will take place from November 17 to 19. To register, visit fleetandmobilitylive.com. 

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Further Reading:

• Read more about Managing the Mobile Workforce @ www.fieldservicenews.com/managing-the-mobile-workforce
• Learn more about Fleet Operations @ www.fleetoperations.co.uk
• Register for the Virtual Fleet and Mobility Live Event @ www.fleetandmobilitylive.com
• Read more about Fleet Operations on Field Service News @ www.fieldservicenews.com/fleet-operations
• Follow Fleet Operations on Twitter @ twitter.com/fleet_ops

Lytx^®, a leading provider of machine vision- and artificial intelligence-powered video telematics, analytics, safety, and productivity solutions for commercial, public sector, and field service fleets, today announced several new technology capabilities that build upon its ability to quickly, comprehensively, and accurately identify driving risk.

Using precise, cutting-edge technology, this new driver-powered approach to safety is a simple, but powerful way for drivers to be more proactive and accountable for their own improvement, while giving management the necessary visibility and data to effectively monitor and intervene if needed.

THE NEXT GENERATION OF DRIVER-POWERED SAFETY

Lytx is adding a number of new capabilities to its safety offerings in support of this driver-powered approach, including:

• "Inattentive" trigger, which uses proprietary machine vision and artificial intelligence (MV+AI) to detect when the driver's attention may be unfocused or the driver may be experiencing a condition such as fatigue or drowsiness without the reliance on an accelerometer event
• Real-time in-cab alerts for five different risky driving behaviors: cell phone use, eating and drinking, smoking, no seatbelt, speeding, and inattentiveness
• Behavior duration reporting, which uses MV+AI to track and quantify both the duration and percentage of drive time a driver was engaged in a risky driving behavior, providing a more holistic view of persistent risk

With these new MV+AI-powered updates, when an event is detected, the DriveCam^® Event Recorder will issue a real-time in-cab alert to help drivers recognize and address their own risky behaviors and self-correct in the moment. Depending on the behavior, the alert will include a light and/or spoken phrase. With Lytx's ability to detect more than 60 driving behaviors with greater than 95% accuracy, its in-cab alerts are some of the most precise and actionable in the industry.

Drivers will also have access to new check-in tools allowing them to review their own video and performance after-the-fact, including behavior duration. This gives a new perspective on past events and supports long-term retention on lessons learned during a drive. If desired, managers can stay informed by subscribing to push notifications and reports on pertinent information.

"Fleets today are looking for reliable technology that allows drivers to quickly improve in the moment and with little or no manager intervention," said Lytx President Doron Lurie. "A driver-powered approach to safety empowers drivers to take charge of their own safety, while freeing up precious manager time that can be redirected to other areas of the business. Backed by award-winning technology and a proven strategy that has helped hundreds of thousands of drivers safely navigate billions of miles, fleet managers can be confident in this approach and can track progress along the way to respond to any critical events or incidents and intervene as needed."

THE RISK DETECTION WITHOUT RECORDING VIDEO

Lytx is also broadening its safety solutions with Risk Identification Without Recording, an innovative new configuration for its already best-in-class DriveCam Event Recorder. Using Lytx's ultra-precise MV+AI, DriveCam is now able to detect patterns of distracted or unwanted driving behaviors inside the cab without recording video of the driver.

This new configuration is designed for fleets who opt to disable in-cab video recording, allowing them to benefit from significantly greater in-cab risk detection, while respecting driver privacy. Drivers can receive the added benefit of Lytx's expanded in-cab alerts based on risky behaviors that are detected, but not recorded, enabling in-the-moment action for greater safety overall.

"For more than 20 years, Lytx has made an unwavering commitment to developing cutting-edge technology, and we are continuously innovating to incorporate that technology for greater safety and productivity enhancements," said Lytx Chief Technology Officer Rajesh Rudraradhya. "Leveraging our unmatched scale, deep expertise and advanced AI architecture, we have evolved from using AI to provide only video snippets and counts of risky driving behaviors to offering a full view of each and every drive with precise continual behavior reporting. The advanced driver first innovations announced today will help fleets and drivers identify and eradicate risk at levels never seen before, while ensuring every fleet can take advantage of the power of Lytx MV+AI to cut through the noise and focus on what matters."

These new capabilities announced today are part of Lytx's safety solutions and are configurable to suit each fleet's unique workflows and priorities. To learn more about driver-powered safety and see in-cab alerts in action, watch this new video.

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Further Reading:

• Read more about Managing The Mobile Workforce @ www.fieldservicenews.com/managing-the-mobile-workforce
• Learn more about Lytx  @ www.lytx.com
• Find out more about Detect and Prevent Risky Driving with Lytx @ youtu.be/F1B1jEWcLAY
• Read more about Lytx on Field Service News @ www.fieldservicenews.com/lytx
• Follow Lytx on Twitter @ twitter.com/lytx

The following article by Michael Mendoza, Director of Industry Solutions and Field Service at Hitachi, provides an overview of why taking care of an issue the first time is crucial to your field service business and includes actionable ways to fix first-time fix rate issues.

When it comes to field service management, it’s essential to have the right technician for right the job. You not only want to make sure your technician is prepared with the appropriate equipment, you need the ability to easily and effectively schedule (or reschedule) your team.According to the Aberdeen Group, about 25% of service calls require at least one additional visit. Unfortunately, added appointments can be expensive, time-consuming (on both ends), and lead to an unsatisfactory customer experience.One of the best ways to manage these potential problems is to implement a field service management software that includes service locations, predictive maintenance, work order management, product inventory, scheduling — and more. Here’s how to use the latest technology to improve first-time fix rate challenges

8 COMMON REASONS WHY TECHNICIANS AREN'T ABLE TO FIX AN ISSUE THE FIRST TIME - AND HOW TO FIX THEM

1. Lack of the right spare parts. It’s important to ensure that field service technicians are well prepared with everything they need to complete the job. Even the absence of one part can delay fixing the issue, which would likely require at least one additional visit — and more of everyone’s time.Solution: Use the right software to organize service calls, diagnose what parts are needed, and check inventory to ensure that the right parts are in stock and available to get the job done the first time.

2. Depleted inventory and stock. It’s understandable that inventory may be depleted, but properly managing stock levels is an easy and efficient way to prevent a technician from being unprepared and having to reschedule or line up a second visit.Solution: Using data analytics, forecast which parts or tools you should restock.

3. Poor Planning and Communication inventory and stock. Clear, effective communication is crucial, no matter the business, organization, or industry — and field service technicians are no exception. Lapses in planning or communication can lead to ill-prepared technicians, rescheduling challenges, and inventory concerns about whether parts are in stock.Solution: It’s important to schedule the right technician for the right job, and be sure to know whether the parts are in stock and available. Keep tabs on your techs with GPS fleet tracking and other software to ensure that the visit won’t go over the allotted time or leave insufficient time to complete the next job.

4. Too much manual paperwork. According to the Service Council, 46% of field technicians say that paperwork and other administrative tasks are the most unfavorable parts of their daily responsibilities. Even though it’s required and essential, this part of the job can be inefficient and more time-consuming than needed.Solution: Digitize and automate as much of the paper-based process as you can so technicians can spend their time on other important responsibilities. Plus, creating a digital process can streamline procedures, create efficiencies within the workplace, and ensure that all the appropriate paperwork and files are organized and easily accessible.

5. Unanswered questions. A technician may have all the right tools, equipment, and inventory — but more information may be needed. How can you fully prepare field service technicians so they are equipped with the right answers?Solution: Connect technicians to the main office and provide them with real-time answers and updates, including the ability to look at Frequently Asked Questions on their devices so they can try and solve the issue by themselves.

6. Scheduling issues. It’s inevitable that calendars and agendas may need to be modified, but planning in advance and having the ability to easily adapt to last-minute changes is crucial.Solution: Provide your field service technicians with the ability to schedule future visits if they know something will need to be adjusted or replaced soon. This is important because it removes the need for technicians to call the office and have other employees schedule visits on their behalf. The right software will keep all schedules up to date to prevent double-booking.

7. Being unprepared. A basic customer expectation is that technicians are prepared. This means that you want someone to show up on time — and with the right parts and knowledge. Without any one of these components, an additional site visit is likely needed.

Solution: By using analytics, you can look into which technicians run into which issues. You can also determine which clients or jobs have a low percentage of first-time fixes. By analyzing the data, you can see if improvements are needed in inventory or scheduling — or if tech training could increase the first-time fix rates for clients across the board.

8. Inadequate software management training. The right knowledge, education, and training are essential for any expert or technician using management software. Without these, you will likely have to reschedule or add additional site visits, which will likely negatively impact scheduling, time, and budgets for everyone involved.Solution: Training techs to properly use field service management software is essential to fix any issues that may arise. If a technician doesn’t know how to use the tools, the job will likely not go well.

At the end of the day, it’s inevitable that issues may arise, but ensuring that you have the right field service management software will help effectively manage potential problems — which ultimately means more efficiency, productivity, and an overall happier customer service experience.

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Further Reading:

• Read more about Managing the Mobile Workforce @ www.fieldservicenews.com/managing-the-mobile-workforce
• Connect with Michael Mendoza on LinkedIn @ www.linkedin.com/mikeoza/
• Find out more about Hitachi @ https://www.hitachi.us/
• Follow Hitachi on Twitter @ twitter.com/Hitachi_US

ETELM, the radio communications infrastructure specialist, has entered the second phase of its work with the BroadPort consortium in developing a pan-European interoperable mobile broadband system for Public Protection & Disaster Relief (PPDR) users.

The BroadPort consortium is among three consortia awarded the prototype project based on the successful technical concept developed in Phase 1 of BroadWay, an innovative European Pre-Commercial Procurement project.

The BroadWay initiative was created by the public safety agencies from 11 European countries and is operating under the framework of Horizon 2020, a flagship EU research and innovation programme. Collectively, these agencies provide mobile communication services to around 1.4 million responders and deal with an array of crimes and disasters that are not limited to fixed geographical borders.

THE OBJECTIVE OF BROADWAY IS TO DEVELOP A UNIFIED SOLUTION TO  ALLOW FIRST RESPONDERS TO COMMUNICATE AND SHARE INFORMATION ACROSS DIFFERENT COUNTRIES

Where currently each country possesses its own separate system to handle mission-critical communications, the objective of BroadWay is to develop a unified solution that will allow European first responders to communicate, share and access information regardless of the country in which they intervene. This will provide operational mobility for public safety responders across Europe by linking national mission-critical mobile broadband networks to act as one.

By developing a pan-European broadband mobile network for PPDR, public emergency and security services across Europe can achieve seamless interoperability and operational mobility. In turn, this will enable agencies to keep populations safe by allowing them to collaboratively respond to cross-border crimes, natural disasters and public safety incidents more efficiently and with the highest possible levels of continuity and security.

Nicolas Hauswald, CEO of ETELM, said: “We are truly inspired by the ambition of this great project to connect public safety organisations across the continent and create one of the world’s most advanced and secure mission-critical communications networks.

“Our experience in delivering professional radio communications infrastructure over the last 40 years has taught us that a reliable communications system is the key to handle complex transmissions and remove any barriers that could delay a response. We’re delighted to be able to contribute this expertise as part of the BroadPort team that are working towards the removal of ‘barriers’ in pan-European mission-critical communications by leading with innovation.”

He continued: “By offering greater bandwidth and flexibility when it comes to data-rich applications and video, LTE networks enable emergency services, first responders and critical national infrastructure operators to integrate data seamlessly with their voice communications.“Our agility when responding to fast-developing emergency situations in this way can mean the difference between life and death, so this is a project of immeasurable significance. There’s a great challenge ahead, and we are looking forward to getting stuck in.”

The BroadWay solution prototypes will be tested and evaluated in Spring 2021. After which a subsequent competition will be held where two remaining consortia will be tasked with deploying final pilot systems by Spring 2022 for Phase 3 of the BroadWay project (Pilot Phase).

The full BroadPort consortium, led by Frequentis, consists of the following partners: ETELM, Crosscall, Halys, Municipality of Málaga, Nemergent Solutions SL, and Universidad de Málaga. The subcontractors are Arico Technologies, Eutelsat SA, PrioCom B.V., Telefónica I+D, T-Mobile Netherlands B.V., and Virtual Fort Knox AG.

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Further Reading:

• Learn more about ETELM  @ www.etelm.fr
• Read more about Managing the Mobile Workforce @ www.fieldservicenews.com/managing-the-mobile-workforce
• Read more about ETELM on Field Service News @ www.fieldservicenews.com/etelm
• Follow ETELM on Twitter @ twitter.com/ETELM2

 

The power of technology-enhanced remote assistance has become a mainstream concept in 2020 as we adapted to the needs of zero-touch service delivery during lockdown, yet the benefits of such tools go way beyond the confines of the pandemic. However, for those of us only just getting up to speed on this technology OverIT's Alberto Battistutti is outlines the core distinctions of some of the technologies at play... 

Augmented Reality (AR) can be seen as an extension of the user’s environment, which gets enriched in real time with superimposed digital models and information, such as texts, graphics and multimedia. The aim of this technology is to “augment” or, in other words, to improve the physical world with contextual, significant and relevant information.

The antithesis of AR is Virtual Reality (VR), a technology radically changing the users’ perception of the world as it immerses them into an artificial, unreal and computer-generated environment. Elements are then separated from the actual world and replicated into a virtual one, in which users rely on their five senses to interact with objects and places.

Merged Reality (MR) can be positioned in the middle, as it integrates digital models into the physical world, enabling users to interact with them while remaining aware of the real environment around them.

The main differences are about the devices used and, therefore, the functions provided and the sector where such functions can be employed.

The rapid deployment of supporting technology and the fall in prices of wearable devices (as already happened to handheld ones) will increase the spread of AR, MR and VR solutions, now expected to be a “can’t-live-without tech” for every company.

 

BENEFITS AND APPLICABILITY OF THE THREE TECHNOLOGIES

AR, MR and VR apply to a wide range of business opportunities, way beyond the initial expectations of the general public, which were limited to the entertainment and video game industry. Indeed, they have marked a turning point in many different business processes, from sales and marketing activities to Field Service and remote support, from training & learning to the manufacturing sector.

AR, MR and VR have proven to bring value to the business of those companies adopting them, both in terms of reduced time for work execution, thanks to faster maintenance procedures, improved staff productivity and efficiency, as well as of increased workforce safety, thanks to hands-free activity, remote training and collaboration.

Products based on such technologies are key factors for all companies, regardless of the sector they are operating in, their size and business turnover. Utility and Industrial Manufacturing sectors are currently leading the way in this digitalization process, due to the intrinsic nature of the activities their operators are always exposed to. AR, MR and VR are able to “extend” the resources’ capabilities. supporting them through guided procedures while carrying out maintenance activities on production lines, arming them with pertinent information on plant assets and, last but not least, connecting them with other colleagues to receive or give real-time assistance. The continuous transfer of corporate knowledge is therefore now a reality.

 

TYPICAL USE OF AR, MR AND VR IN BUSINESS

Very common cases where such technologies have a staggering potential are: remote execution of maintenance activities, virtual collaboration, training and product presentation.

On-field resources often face unknown assets, thus asking the company to send an expert on site. It goes without saying that such procedure is costly and time-consuming; in short, inefficient. Likewise, maintenance and repairing interventions nowadays represent the most critical processes for companies. Augmented Reality can bridge the skills gap and reduce errors made by technicians, thus ensuring a rapid and efficient sharing of know-how as well as increasing the percentage of first-time fixes and giving more accurate diagnoses. By harnessing the power of a shared, Artificial Intelligence-driven knowledge base, the application automatically suggests all possible solutions generated from learning the procedures of previous interventions.

The information provided can be integrated with the Geographic Information System data, thus allowing users to view networks, assets and technical data, as to assess in advance the impact caused by the creation of plants and networks, while cutting down the time required to identify assets over the territory.

 

"Expert maintenance technicians are extremely rare to find and are usually forced to move across the world to respond to growing requests for intervention..."

 

Moreover, the assets’ digital twins can be manipulated in real time and enriched with further details, by anchoring notes shared by those remote users with the skills necessary to support the execution of field activities. Such functions extend competences and allow to complete maintenance and assistance interventions rapidly and efficiently.

The technology breakthrough reflects into increasingly sophisticated machines, requiring maintenance interventions performed by resources with a higher degree of specialization. Expert maintenance technicians are extremely rare to find and are usually forced to move across the world to respond to growing requests for intervention, thus extending machine downtime and increasing expenses for companies. In this regard, remote training on new procedures or complex activities is becoming more and more important. Implementing these functionalities proves to be game-changing for situations which are difficult or too expensive to recreate in reality.

It is worth noting how the current global emergency situation and the resulting restrictions have boomed sectors concerning remote collaboration and product presentation. These two particular uses of technology allow to minimize travels of personnel, both in case of operational and commercial activities, thus taking digital information wherever the business requires it, in total safety, and with even higher results than those achievable with traditional methods.

 

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Further Reading:

• Learn more about OverIT @ www.overit.it
• Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
• Read more about OverIT on Field Service News @ www.fieldservicenews.com/overIT
• Read more about AR on Field Service News @ www.fieldservicenews.com/augmented-reality
• Follow OverIT on Twitter @ twitter.com/OverITSpA
• Connect with Alberto Battistutti @ https://www.linkedin.com/in/abattistutti/ 

 

Bill Pollock, President Strategies for GrowthSM outlines the importance of advanced route management for field service engineers and sks is this the responsibility of the engineer, the company or both?

Every day, your field technicians travel the highways and the side streets, they fight the rush-hour and lunchtime traffic, and they avoid both the posted and non-posted detours to get to their customers’ sites. They have made customer calls to offices once located in the middle of nowhere, that are now located in the middle of busy shopping districts; and they have driven miles to get to locations for which there are now easy-on/easy-off highway interchanges that put them instantly right where they want to be.

Your field techs probably already know as much about the geographic areas they cover as any taxi or Uber driver in the city. This is an extremely valuable resource that does not replace, but certainly augments, any GPS-mapping functionality that may be incorporated into your company’s field services operations. The key question is, "How can you best leverage this first-hand knowledge of the territories they support into an effective means for improving your overall ability to support the organisation’s customers?” And what new technologies, or tools, are available to augment this knowledge?

Every field technician has his or her own "tricks of the trade" for dealing with “getting from point A to point B". Sometimes, it is nothing more than knowing the right shortcuts and through routes for getting from one customer site to another; and other times it is simply a matter of knowing which restaurants along the way can provide them with a quick – but wholesome – meal when they're starting to run slightly behind.

 

"What is important, however, is that they [field service engineers] are able to leverage all of the resources at their disposal to empower themselves to make intelligent decision..."

 

Knowing their territories does not only mean knowing the highways; it also means knowing what is located alongside the highways, including everything from rest stops, office supply stores, fax and copy centers, drug stores, supermarkets, and any other types of facilities that provide the products and services they may require as they're making their daily calls.

The proliferation of cell phones and tablets has made all of our lives quite a bit easier; but especially for those of us who are regularly on the road. However, cell phones have little value if they are not used every time the situation warrants. For example, if the field tech has a service call scheduled for 2:00 pm; it’s 1:45, and they believe they’re about half-an-hour away, this would represent a perfect time to make a quick call to the customer to let them know that they’re running a bit late, and that they will be there shortly.

Whether they know the territory so well that they can judge how long it will take to get through traffic, detours, or bad weather; or whether they know which local radio stations to listen to for the most up-to-date and accurate traffic reports, is irrelevant. What is important, however, is that they are able to leverage all of the resources at their disposal to empower themselves to make intelligent decisions, and that they pass on that "intelligence" to their customers in the form of pre-arrival alerts, notifications, warnings, or other types of "heads-up" calls. But, sometimes, they may need extra help!

 

"It may be arguable as to whether route management is the field technician’s responsibility, the responsibility of the company in supporting them in the field, or both..."

 

In some cases, it may be arguable as to whether route management is the field technician’s responsibility, the responsibility of the company in supporting them in the field, or both. What is inarguable, however, is that route management is also a critical component of any service organisation’s call handling and management function – and that all parties – including the field technicians – have something to contribute directly to the process.

Your organisation probably utilises route management applications primarily for the purpose of achieving improved scheduling of service calls. However, the total package of benefits is quite wide ranging, and typically results in the following outcomes: 

 

• Increased number of service calls per route/per day
• Improved field technician utilisation and productivity
• Quicker and more responsive service delivery
• Increased profitability per route/per field technician
• More satisfied customers

 

Through the effective use of route management, the organisation can ultimately save a great deal of time and money by routing and scheduling its field technicians more efficiently. But merely analysing and assessing route management from an internal operations or IT center, in and of itself, will not totally do the job. From time to time, the field technicians may also need to be called on to contribute some of their first-hand territory information to the organisation's general model or, if they are not, they should be prepared to proactively contribute any information that they think may ultimately be of value with respect to their territory.

Most route management models are extremely sophisticated, relying on GPS mapping functionality and a variety of mathematical algorithms to select the most efficient routes between two or more points. They may also provide field techs with real-time maps and recommended travel route printouts, or they may be displayable on screens embedded either in their vehicle’s dashboard and/or their handhelds; but they may end up being totally worthless in any given situation if they do not take into account the most current and accurate traffic-related data. This is where advanced tools come into play, for, otherwise, it will rest primarily on the shoulders of the field technicians’ particular expertise in their own territories that can serve to elevate a good route management system to a great one.

In addition to travel optimisation, route management models are also relied upon to improve a service technician’s efficiency in the field by allowing them to electronically: 

 

• Log in service call activity reports
• Place orders for parts
• Collect an electronic signature and close out the call
• Generate customer invoices
• Print customer receipts
• Enter updated customer information

 

The benefits of route management are also multi-fold, typically including:

 

• More effective scheduling of service calls and appointments
• The elimination of manual data entry and paperwork
• Reduced data entry errors (i.e., through the use of barcode scanning, etc.)
• Improved cash flow resulting from real-time, point-of-service billing
• Shortened time windows for customers
• Reduced mileage and fuel costs
• Reduced overtime hour requirements
• Improved time efficiency in the field

 

An efficient route management system can make a good services organisation even better. And, the organisation’s field technicians should learn to rely on it when they can, suggest improvements to it when they are able, and use it as a tool for making both themselves and their customers happy.

Knowing their territories is important; however the ability to apply that knowledge is what will ultimately differentiate your field technicians from those who cannot. It is a safe bet that by applying this knowledge effectively, augmented by the new technologies and tools that are currently available, they can avoid many cases of unnecessarily keeping their customers “hanging”, while increasing their ability to complete their calls more productively.

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Further Reading:

• Read more exclusive Field Service News from Bill Pollock @ https://www.fieldservicenews.com/blog/tag/bill-pollock
• Read more about Managing the Mobile Workforce @ https://www.fieldservicenews.com/blog/tag/managing-the-mobile-workforce
• Follow Bill Pollock on Twitter @ https://twitter.com/sfgonservice
• Read Bill's personal blog @ https://pollockonservice.com/
• Connect with Bill Pollock on LinkedIn @ https://www.linkedin.com/in/bill-pollock-b74874/

In this first excerpt from an in-depth interview on the Field Service News Digital Symposium IDC's Aly Pinder Jr, talks to Kris Oldland about the importance of ensuring our engineers feel protected and valued as we face ongoing concerns over a second wave of lockdowns as we approach the final quarter of 2020...

2020 has been the most testing of years. We have had to rethink our approach to almost everything as a result of the COVID-19 pandemic and the lockdowns that have been ensuing for over six months now. While some parts of the world have reopened such as Germany, others such as Sweden never really closing down, others such as the UK and Australia remain on a precipice, waiting with various regional lockdowns and the threat of the return of nationwide lockdowns hanging in the air like a dark, ominous cloud.

We never expected to it to take quite so long to 'flatten the curve', back in April we were already planning on what the recovery might look like yet, as we approach the final quarter of 2020 we are still holding meaningful discussions about how we operate within such uncertain parameters.

Back in April this year, IDC's Aly Pinder Jr joined Kris Oldland, Editor-in-Chief, Field Service News, for a discussion that rings as pertinent today as then, perhaps even more so. The discussion centred around the understanding the human equation to our engineers. As Pinder commented, "these are not just resources we are sending out, these are people."

At the time of the interview, it was a conversation against a backdrop of frantic scrambling as companies all across our industry adapted to the unprecedented lockdowns, and a radical rethinking of how field service operations could be delivered was created on the fly. With much of that thinking now complete, with more robust processes in place, innovative technologies that allow for remote service delivery in embraced, we are for sure much better placed to cope with further lockdowns as international governments react to the potential threat of a 'second wave.'

 

"I think having a daily check in the same way that we do in our white collar jobs, is important..."

- Aly Pinder Jr, IDC

 

Yet Pinder's thoughts from back in April still resonate powerfully. While those of us in office-based roles are now well transitioned into the routine of home working. Our engineers in many cases will still need to be out in the world, working, keeping essential services moving. How do we ensure that they feel protected and valued at such a time?

"I think the first thing is communication," Pinder explained.

"We don't all have the most appreciation for real time collaboration as we do in a more white collar scenario. For our technicians, oftentimes the environment they're working in is they have an application or a laptop that they open up and they walk through a checklist of items to close out a work order. I think we're getting to the point where we understand the technology that's out there to provide us with real time collaborative tools," he continues.

"The opportunity is to go in whatever way in which your technicians are willing to interact with you, whether it be the phone or a newsletter that provides them with a daily update or an email that you check-in and understand, this is what we hope for us to be able to deliver today and asl is there anything that's going to keep you from attaining those goals? And do that on somewhat of a daily perspective.

"I think having a daily check in the same way that we do in our white collar jobs, is important. obviously, for technician base is ten thousand then it is going to be a little more difficult. But, I think putting forth the expectation and figuring out what is stopping you from getting there, I think is a good first step. If you don't have a full, video collaborative real time tools that we're starting to see more and more service organizations have, it's still just a phone call or still just an email, it's still just a way to communicate, to get a better understanding.

 

"This also allows companies to work with their engineers to put them on a schedule that actually opens up more productivity for the organization"

- Aly Pinder Jr, IDC

 

This is good practical advice that many field service organizations will adhere to. However, Pinder is also a strong advocate of ensuring that the engineer understands that they are valued in their role as more than just a pair of hands as well. This means understanding how the current situation is impacting them beyond just their ability to do the job at hand.

As Pinder added "… and then opening up a channel that says every other day, 'I want you guys to let me know how are your home lives being impacted? Is there something where your work schedule may not be what it's always been can we readjust from a scheduling perspective what hours you're able to work based off of your own concerns.' Here in the US, it could be that they're struggling for daycare or, other support systems for their family. Maybe their working hours should be XYZ as opposed to what the regular nine to five?

"This also allows companies to work with their engineers to put them on a schedule that actually opens up more productivity for the organization because they can move things around from a scheduling perspective that also allows us to meet our customer's requirements to not have so many people on site at any given time."

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Further Reading: 

• Read more about the impact of Covid-19 on the Field Service sector @ https://www.fieldservicenews.com/en-gb/covid-19
• Read our back catalogue of articles exclusively written for Field Service News by Aly Pinder Jr @ https://www.fieldservicenews.com/blog/author/aly-pinder
• Read more about managing the mobile workforce @ https://www.fieldservicenews.com/blog/tag/managing-the-mobile-workforce
• Connect with Aly Pinder Jr on LinkedIN @ https://www.linkedin.com/in/aly-pinder-jr-2a48a92
• Follow Aly Pinder Jr on twitter @ https://twitter.com/pinderjr
• Read more about Aly's work with IDC @ https://www.idc.com/getdoc.jsp?containerId=PRF005055