In this article for Field Service News, Michael Blumberg, President of Blumberg Advisory Group, discusses the "new normal" expectation for field service organisations to offer a proactive, connected, and remote service...

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Over the last 12 months, Field Service Organizations (FSOs) have had to rethink how they deliver service due to the restrictions of COVID-19. With the limited ability to provide onsite, face-to-face service 100% of the time, FSOs needed to implement new processes and procedures to ensure their employees' and customers' health and safety. One of the developments which emerged was the concept of a Hybrid-Service Delivery model. This model, fueled by remote monitoring and IoT technology, enables FSOs to resolve a significant amount of service issues remotely through enhanced triage and troubleshooting capabilities while improving technicians' ability to quickly resolve onsite service issues if an onsite dispatch is needed.

The ability to offer and deliver this proactive, connected, and remote service, which had once been the domain of best-practice companies, has become the "new normal" expectation for FSOs of all sizes. Covid-19 may have been the catalyst for rapid change, but the foundation for these offerings has been building for many years. At issue, several macro-environmental trends have been fueling investment in the building blocks necessary for delivering a proactive, connected service experience. These trends include the proliferation of IoT devices, Moore's Law, and Servitization.

The significance of COVID-19 was that it forced FSOs to adopt and apply the building blocks of Hybrid Service much sooner than expected as a matter of survival. Indeed, a recent study by Field Service News reveals that 67% of respondent companies surveyed have implemented these types of solutions because of COVID. However, many FSO industry participants found themselves quickly cobbling together these solutions to deal with the immediacy of the situation. This has led to gaps in capabilities within and between FSOs. The industry now faces the challenge of filling in these gaps by systemizing and scaling these capabilities and providing access to FSOs of all sizes.

FIELD SERVICE ORGANISATIONS ARE USING UtaaS SOLUTIONS TO PROVIDE CUSTOMERS WITH A PROACTIVE SERVICE

The ability to capture and monitor data from assets in the field is central to the Hybrid Service Delivery model. By collecting, monitoring, and analyzing this data, FSOs can anticipate future service events and reduce face-to-face onsite visits. It enables FSOs to take the appropriate preventive actions to resolve problems, often remotely before they occur, which extends the life of their customer's equipment. Lastly, they can generate new revenue sources through an Uptime as a Service (UtaaS) offering. Through a UtaaS offering, FSOs can meet their objectives of cost reduction, service excellence, and revenue growth. These objectives will remain central to FSO strategies in the new normal. To provide UtaaS, FSOs must have a few basic building blocks in place, including but not limited to

• the capability to read data from assets in the field
• the ability to read data in real-time
• the ability to utilize the data as part of a triage process for identifying faults and guiding the best route for issue resolution
• automation of the workflows and processes to activate service
• accessibility to organizations of all sizes
  

Achieving this outcome presents a challenge for a significant segment of the Field Service Industry. Per research from Field Service New, three quarters (76%) of respondents can read data from assets in the field, but only two-thirds can view it in real-time. The net effect is that only 51% of respondents have this combined capability. While 72% can utilize the data as part of the triage process, slightly more than one-third (36%) possess all three abilities. In other words, there is a large gap in capabilities between FSOs who have fully enabled UtaaS solutions in place and those who don't. Only a small segment of the market has all the building blocks and can deliver a complete Hybrid Service experience.

Fortunately, macro trends such as Moore's Law combined with cloud computing and advancements in telemetry have made it possible for SMB and Mid-Sized companies to implement many of the foundational components for UtaaS solutions in recent years. The technology has become more affordable, easier, and efficient to deploy. It also helps that software vendors have made a strategic decision to target these market participants.

Field Aware, a developer of Field Service Management software, and ThingTech, a supplier of IoT -based Asset Management solution, are two such vendors who have teamed up to deliver UtaaS solutions accessible to organizations of all sizes. Their combined solution provides a perspective of what to look for in a best-in-breed, UtaaS solution.

The UtaaS solution from FieldAware and ThingTech enables companies to gather data from any asset type in the field. The data is processed in real-time and produces alerts, reports, and notifications based on user-configured rules and workflows. Based on these rules and workflows, automation within the FieldAware service hub triggers the appropriate action. For example, submit a work order, dispatch a technician, or schedule a preventative maintenance visit. Once the service event is completed, the technician can document his actions and update the system through his mobile device.

M.E.S.O., a company that provides Fleet Maintenance on capital intensive, mobile equipment found in multiple industries (i.e., Oil & Gas, Construction, Utilities, etc.), needed a solution that could provide a line of sight to the assets in the field, facilitate high levels of technician efficiency and productivity, and streamline back-office operations. M.E.S.O. was able to achieve these results by implementing the UtaaS solution described above.

By implementing this solution, M.E.S.O. can provide its customers with a predictive and proactive solution that increases uptime, reduces maintenance and repair expenditures, and extends the equipment lifecycle. This solution also saves M.E.S.O. an enormous amount of time. Backoffice productivity has improved by a factor of five without hiring additional staff. The decision to provide Uptime as a Service and invest in the has had positive results for M.E.S.O. The management team views it as a huge competitive advantage, and it plays a central role in the company's sales & marketing message.

Read Michael’s latest white paper, Uptime as a Service: Driving Service Excellence, Cost Reduction, and Growth in the New Normal, to obtain more insights and perspectives on this topic.  Click Here

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Further Reading:

• Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
• Read more FSN exclusive articles by Michael Blumberg @ www.fieldservicenews.com/michael-blumberg
• Read Michael's latest white paper @ info.fieldaware.com/Uptime-as-a-Service-IOT-White-Paper
• Read about the impact of COVID-19 on the field service sector @ www.fieldservicenews.com/covid-19
• Follow Michael Blumberg on Twitter @ twitter.com/blumberg1
• Connect with Michael Blumberg directly by email @ michaelblumberg@blumbergadvisor.com

In this exclusive article for Field Service News, Michael Blumberg, President of Blumberg Advisory Group, analyzes how remote support tools will continue to provide lots of benefits to organizations in the field service sector in the post-pandemic world.

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One of the ways that Field Service Organizations (FSOs) have been able to overcome the challenges of Covid-19 is through the provision of Remote Support, also known as Touchless Service. This represents a viable way for FSOs to renegotiate SLAs and to effectively resolve customers’ service issues where restrictions exist. Although remote support has been around for some time, it was not always the preferred solution. Covid-19 has made the provision of remote support a necessity.

Since the onset of the pandemic, there has been an increase in the use of remote support tools to deliver a Touchless Service experience. The increase can be measured in terms of the number of companies using these tools and applications, the frequency in which they are used, and the applications in which they are used. Originally perceived as an application for delivering 2^nd tier expert support, remote support tools are now used in a broad array of service situations from installations, to depot repair, to site surveys and application support.

Many industry participants wonder how remote support tools will be utilized Post COVID. Will FSOs abandon Touchless Service for a more traditional onsite experience? The answer is no. Touchless Service is now becoming table stakes for FSOs. This is because remote support tools offer a lot of benefits to a service organization and the customer. One of the biggest benefits is it eliminates friction, and friction is caused when there are a lot of touches, steps, or time involved in completing a task or process. Remote support tools enable FSOs to reduce or eliminate technician travel time which allows them to complete more calls per day.

REMOTE SUPPORT  WILL CONTINUE TO PROVIDE VALUE TO ORGANISATIONS AND CUSTOMERS POST COVID

No doubt, FSOs will need to incorporate Touchless Service into their overall business strategy. The specifics of how and when remote support will be deployed will depend in part on the industry or vertical market. Key considerations include the complexity, criticality, and safety issues involved in supporting the install base. Touchless Service is appropriate for supporting equipment in an environment that’s not complex and where the customer is willing and capable of participating in the service resolution process.  However, a more complex service environment, one that is mission-critical and presents safety concerns or requires specialized skills or certification, will likely mandate an onsite service visit. Nevertheless, remote support tools can still play a critical role in providing expert assistance in either case.

FSOs also need to decide when to deploy or emphasize the softer skills involved in maintaining high levels of customer loyalty and satisfaction. After all, the human connection is important and it’s just not the same with remote support, even if it involves video.   As such, FSOs should evaluate the critical touchpoints during the customer journey where an in-person site visit is both appropriate and valuable. These can be planned or ad-hoc or by exception. For example, in reoccurring service issues or during a service event that occurs less than 90 days before service contract renewal. In these instances, the technician servs as a brand ambassador and trusted advisor to the customer.

FSOs may also want to consider how they monetize their investment in remote support technologies. The ability to monetize will depend on the economics of service delivery, customer willingness to pay, or the competitive practices within a specific service market. In other words, there are use cases where it could be more economical for an FSO to provide remote support as part of a basic service offering and not charge extra while there are other use cases that justify offering it as part of a premium-priced, value-added service. Assuming monetization is an objective, then there are several steps that an FSO needs to accomplish First, they need to gain clarity about the value-in-use of remote support. They need to be able to clearly articulate this value to their customers. The second step is to construct service offerings with different price points. Third, conduct market research to validate there’s a value to the customer and the customer is willing to pay for theses services. Fourth, determine the addressable market for the service. Lastly, create a go-to-market plan and roll-out the new offering to a select group of pilot customers.

Remote support will continue to provide a trifecta of value in our post-pandemic world. Value driver #1 is that it dramatically improves the customer experience. Customers receive faster service and are more engaged in the service resolution process. Value driver #2 is that it optimizes service delivery, so an FSO can do more with fewer people. Remote support frees technicians from travel which means one technician can handle more service request per day. Value driver #3 is increased technician productivity. Less time on the road means more time resolving customers' issues remotely, which leads to more calls completed per day.

It is important that FSOs view the rollout of remote support solutions from a strategic perspective not simply as another application within their technicians or tech support personnels’ tool kit. Remote support has implications for various aspects of the service business and stakeholders. Due diligence is required when it comes to integrating remote support into the overall service business strategy since the return on investment can be significant.

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Further Reading:

• Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
• Read more exclusive articles by Michael Blumberg @ www.fieldservicenews.com/michael-blumberg
• Read about the impact of COVID-19 on the field service sector @ www.fieldservicenews.com/covid-19
• Follow Michael Blumberg on Twitter @ twitter.com/blumberg1
• Connect with Michael Blumberg directly by email @ michaelblumberg@blumbergadvisor.com

The world of spare parts has been woefully neglected for too long within the field service conversation. Fortunately, that is beginning to change dramatically as companies start to face up to the importance of having excellent visibility into service-related stocks and assets. But this is just the first step?

The world of field service has always been a complicated industry to optimize. There are so many moving parts, both literally and figuratively. Ours is a sector which sits against a backdrop of constant rapid change and innovation. Often the critical question is how do we ensure that the elements we introduce to improve our service operations today are also solutions that can be future-proofed to ensure that they will continue to allow us to thrive tomorrow?

Yet in 2020 that question is ever more critical than ever.

We are now focused on building a new-normal after months of severe restrictions due to COVID lockdowns. As we do so, a real spotlight has been placed above the inadequacies that many field service organizations have when it comes to their spare parts and inventory management.

While the world is still reeling from the impact of COVID, and while uncertainties of a second wave loom large over our head, we could be forgiven for hunkering down and getting by as best we can. The reality though is that now is the time to take stock. Now is the time to assess the holes in our service operations that lead to inefficiencies. And for many field service organizations that means that now is the time to establish the right processes and implement the tools that allow us to banish the headache of poor-parts management forever.

 

"The key to planning for a robust future impervious to a future scenario that may supply chains being effected, as we saw earlier this year, is to leverage the tools that are already available that critically can provide visibility into an organization's spare parts inventory..."

 

One approach that has been at the heart of digital transformation for many organizations in the manufacturing sector is to ensure their field service management solutions are deeply embedded within an Enterprise Resource Planning (ERP) tool. One such solution is Eagle Field Service, which is part of Exel Computing's broader ERP solution.

As Carl Cridland, Senior Marketing Executive, Exel, Computing Systems explains. "Eagle Field Service is unique, in that it is an element of a larger suite of ERP software, the functionality of this larger suite of ERP can be included in your Eagle Field Service installation as a single, comprehensive solution – extending the functionality of your Field Service Management (FSM) solution to meet the wider needs of your business."

The more extensive suite of ERP software that Exel provide, EFACS E/8 – was developed to meet the needs of manufacturers across a wide range of industries, including Aerospace & Automotive. These are industries that require accurate and comprehensive stock management functionality, down to the level of complete traceability. With the Aerospace industry being particularly hard hit, such granular levels of visibility have been crucial as major organizations have had to get a firm grip on what is and what isn't going to be possible in terms of plotting their path to recovery.

In the automotive industry, another that was cruelly impacted by the pandemic, such visibility into spare parts inventory has possibly been even more crucial. For many of the major automotive manufacturers, at the peak of the lockdown, the only aspects of their business that remained fully operational were the lucrative and always in demand spare parts and maintenance operations.

 

"The final part of the equation is to take visibility from the back office and into the hands of the engineer..."

 

"These industries also work on 'LEAN' and 'Just in Time' principals," Cridland explains. "They must keep stock levels low in order to maintain cashflow and save cost on storage but must also manage supply chains accurately to ensure customer expectations are met, or even exceeded. It is for these reasons Exel can provide the functionality to easily meet the needs of Field Service providers whether they be in Aerospace, Automotive or any other industry with similar requirements."

The key to planning for a robust future impervious to a future scenario that may supply chains being effected, as we saw earlier this year, is to leverage the tools that are already available that critically can provide visibility into an organization's spare parts inventory.

As Michael Blumberg, Chief Marketing Officer, Mize explains, "Durable Equipment Manufacturers can future proof against poor parts management by ensuring that parts are readily available, easy to find, and easy to order or purchase when they are needed."

"Applications such as inventory tracking, parts locators, customer portals, and electronic parts catalogs facilitate this outcome," Blumberg adds. "By implementing these solutions, manufacturers can minimize equipment downtime, ensure a high first-time fix rate, and increase aftermarket service revenue."

Indeed, once implemented, a vast amount of the pain of inventory management can be removed via automation.

As Cridland explains "Functionality, such as automatic reorder limits – whereby parameters are set that when items reach their minimum threshold an order is placed. That order can be placed without human intervention if necessary, via a workflow which has the potential to weigh the benefits of purchasing from supplier A, B or C dependant on, say - cost, supplier reliability and due date. Should senior management want visibility on orders placed over, say £1000, the workflow would email or text the required staff and await sign-off before purchase."

The final part of the equation is to take visibility from the back office and into the hands of the engineer. Indeed, placing the tools into the hands of the engineer so that they can check availability and even order parts while on-site with the customer is critical.

 

"Such levels of engineer autonomy were what defined best-in-class service operations throughout the height of the lockdowns, and this is likely to continue as we look forward to the new normal..."

 

Of course, the primary aim of any field service call is always the first-time-fix. However, when this is not possible, the ability for the engineer to take proactive action that allows the customer to see that everything possible is being done to get them back operational as soon as possible is an essential aspect of ensuring strong on-going customer relationships.

The Eagle Field Service mobile solution, for example, provides engineers with the capability to manage their stock inventories along with placing purchase order requests and the ability to move stock to another engineer. Stock deliveries can be routed to the engineer's address, a dropbox, the customers' site or an ad-hoc address. Engineers can also have the option of purchasing locally.

This flexibility can empower an engineer to make the best decision for the customer while out in the field. It should also be noted that such levels of engineer autonomy were what defined best-in-class service operations throughout the height of the lockdowns, and this is likely to continue as we look forward to the new normal.

"The primary objective of Eagle Field Service is to get the right engineer to the right place, at the right time with the right kit," Cridland adds. "Spare parts management is absolutely integral to the success of any field service operation."

Following an appearance on the Field Service Podcast discussing digital transformation Michael Blumberg from Mize outlines some of the reasons why service leaders should be implementing their own digital journey, particularly in these unprecedented times.

 

Digital transformation (DX) is the process of using digital technologies to create new — or modify existing — business processes., culture and customer experiences to meet changing business and market requirements.

Digital Transformation in service

DX has gained increased attention among Field Service Leaders because it results in many benefits, including but not limited to:

Improved process efficiencies:

For example, DX initiatives have led to a reduction in paperwork by Field Service Engineers (FSEs) and an elimination of telephone calls to technical support personnel.

Increased productivity

DX automates manual activities and brings data and information to the hands of FSEs.  As a result, FSEs are more productive. Less time searching for data and completing forms means more time in the field, and more call completed per day.

Real-time data-driven decisions

DX initiatives make it possible for Field Service Organization (FSOs) to forecast demand, predict and anticipate service events accurately.

Stakeholder enablement

Through DX, companies can extend the reach of corporate systems and infrastructure to business partners, dealer channels, and service provider networks so they can optimize service delivery and maximize Customer Lifetime Value (LTV).  Employees can have tools they need to manage their day, improve performance, and generate additional revenue.

New business models

IoT enabled services, and Servitization models could not be possible without DX.

Ultimately, these benefits result in higher-margin revenue, and improved Customer Experience (CX) will, in turn, leads to a larger market share and improve customer retention for FSOs.

 

Stakeholders Driving DX

There are two groups of stakeholders that are driving DX.  The first group is end-user customers. We now live in always-on, always-connected, "let's do business now" economy.   Customers see the impact of DX in other industries and expect the same in Field Service.  Also, customers have no tolerance for uncertainty or surprises.   At issue, Field Service is full of uncertainties and surprises. DX helps mitigate these issues.  For example, DX enables the Uberization of Field Service, making it possible for the customer to obtain real-time notification of when the FSE will arrive at the customer site and the route the FSEs are taking to the site.

The second group of stakeholders is business partners such as the resellers/dealers, service provider networks, and suppliers. These parties operate as independent entities. However,  the Manufacturer relies on them to provide to deliver exceptional service, maintain customer loyalty, and generate high margin revenue.  By implementing DX initiatives that support these stakeholders, the Manufacturer helps itself protect its brand.   For example, providing resellers with online access to parts catalogs, inventory availability, and knowledge resources ensures their technician achieve a high first-time fix rate when they are providing service on the Manufacturer's brand.  

 

Level of DX Adoption in Field Service

DX implementations within the Field Service Industry aligns with overall technology trends we are observing across all industries. According to a recent study by Dell Technologies, 78% of participants say DX should be more widespread within their organization. Despite the vast potential of DX, most companies are just scratching the surface in terms of what they can achieve through DX.  Many businesspeople have concerns about whether their companies can effectively execute DX on time.  They believe there is a limited window of opportunity before their companies may become irrelevant.  Roughly half (51%) of the respondents in the Dell Technologies study indicate their companies will struggle to meet customer demands, and 49% worry their organization won't prove trustworthy in the next five years if they don't fully implement DX initiatives.

 

Underserved Segments

Quite often, when we hear about DX projects, the focus is often on use cases associated with concepts like Uberization of Service, Predictive, and Proactive Service enabled by IoT. These projects are significant and represent the future. However, they require a substantial investment in time and capital. Not every company is ready or able to pursue these types of strategies, and as evidenced by the market research, we shared in this article.   On the other hand, there are a couple of low hanging opportunities that companies can pursue that can be implemented relatively quickly and provide a "good bang for the buck," For example:

Online portals for customers, channel partners, and suppliers to initiate or respond to requests (e.g., work orders, support tickets, RMAs), observe the status of activities and track financial and operational KPIs 

 

• Electronic Forms to automate and streamline data capture
• Electronic Parts Catalogs to look-up, find, and order parts
• Unified Knowledge Platforms that make it easier for technicians and channel parts to find knowledge artifacts that may  found in disparate applications and databases

FSOs should not take these types of solutions for granted as they can result in significant ROI, a better service experience, and higher customer retention.

 

Why is now the right time?

At the time of writing this article, COVID-19 has forced companies to implement contingency plans to keep their customers and employees safe and ensure their products and services get delivered on time.  Companies who have implemented DX are likely to be nimbler in adapting to new realities created by the virus.   Remote Support, Proactive Service, Same Day/Next Day delivery…all made possible through DX, have now become the standard model of service during these times of social distancing and self-quarantine.   

There are, of course, many other reasons why FSOs might want to accelerate their DX initiatives.  First and foremost is the technology is readily available and doesn't require a large capital outlay because it is available on a subscription basis.  Second, the economics are favorable.  DX initiatives have proven to have a high ROI and rapid payback.  Third, DX initiatives have a positive impact on customer retention and loyalty.   Fourth, competitive forces and consumer preferences will dictate it.  Fifth, it is a good hedge against economic uncertainty. 

DX is a journey that all service professionals should be contemplating if they haven't already.

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Further Reading:

• Listen to the Field Service Podcast with Michael Blumberg on digital transformation @ hwww.fieldservicenews.com/blog/digital-transformation
• Read more articles by Michael Blumnerg @ www.fieldservicenews.com/michaelblumberg
• Read more articles on digital transformation in service @ www.fieldservicenews.com/digital+transformation
• Read more articles on the Uberization of service @ www.fieldservicenews.com/uberization
• Read more about Mize @ https://m-ize.com/

The world that we entered into at the start of 2020 is a very different one to the one we inhabit today. The Covid-19 novel coronavirus pandemic that brought national borders crashing down as we entered into a global lockdown has seen to that. Michael Blumberg assesses the situation outlines the challenges ahead and explains why he believes there is still a light at the end of the tunnel...

When I initially accepted the request to submit an article for The Handy Little Book for Field Service Managers, I did not anticipate that we'd be in this precarious situation. The topic that I intended to write about no longer seems relevant as we face growing uncertainty over public health and the future of the world's economies. Yet, the wheels of commerce continue to churn, and field service organizations continue to operate.

So, what can the service industry expect int the next 12 months? When faced with uncertainty, we can look to the past for insights and perspective of what we might be able to expect in the immediate future. If we consider this in terms of quarterly action plans, we will manage the next 12 months effectively

 

How Field Service Companies Can Manage the Pandemic

Over the next quarter, the service industry will need to do everything it can to move past this current crisis. While we might have the knee jerk reaction to throw our hands up in the air and proclaim, "we've never seen anything like this before," the truth is we have the means and ability to respond.

It is highly likely that segments of the economy, those businesses that are deemed essential, will continue to operate at full capacity and require high levels of service availability. In contrast, others will have decreased demand as they scale back operations to comply with shelter in place and lockdown orders. Field service organisations will need to be agile and flexible when it comes to resource and staff planning. If dealing with a large number of employees on sick leave, field service organisations can turn to subcontractors and contingent labor provides to augment staff.

To respond to social distancing and self-quarantine issues, field service organisations must ensure they have secure and reliable cloud-based systems in place to facilitate telecommuting. Field labor may be scarce due to illnesses, so field service organisations must ensure that have technicians who are working can easily find the parts and knowledge they need to resolve services right the first-time fix. There's no room for repeat visits.

"Field service organisations will need to have implemented the right technology and processes to facilitate this model..."

In dealing with social distancing , we may have to alter or modify service delivery. We may need to switch from a field service to Customer Self-Service or Remote Support. Field service organisations will need to have implemented the right technology and processes to facilitate this model. Guided troubleshooting, same day/next day parts delivery, Augmented Reality/Merged Reality, online customer portals, parts catalogs, and knowledge bases are all part of this model.

An essential thing that field service organisations can do is build goodwill and strengthen relationships with their stakeholders. This is required now more than ever. Managers will need to interact with employees who work from home through online communication platforms to ensure high levels of productivity and morale while employees work from home. Some customers may be faced with economic hardships and contemplate canceling their service contracts or placing their renewals on hold. Field service organisations can pre-empt this and build goodwill by offering freemium services and flexible payment terms. Field service organisations can also extend the length of service contracts, or explain to customers the contingency plans that they have put in place will not cause any disruption to their service.

 

A Rocky Road Ahead for Field Service Organisations

Medical experts predict that the spread of the Covid-19 Virus pandemic will begin to peter out and reach containment by the middle of Q3 2020. Even with government bailouts, economists predict that we will likely face a recession, and it could take another six to nine months to recover from it.Field Service Leaders should not be caught off guard. They can dust off their Recession Playbooks from 10 years ago and implement strategies to get through it.

During a recession, companies typically need to find ways to reduce or recover costs and create value. For field service organisations, a large percentage of operating expenses may be tied up in their parts inventory and labor. Field service organisations will need to implement strategies to reduce parts stock and recover the value from excess and obsolete inventory. At the same time, they'll need to implement processes and systems to ensure they have the right parts on hand at the right place when technicians need them to provide high first-time fix rates.

"Field service organisations mustn't abandon their plans when it comes to broader strategic initiatives like Digital Transformation and Servitization..."

Field service organisations will also need to remain flexible when it comes to resource planning and allocation. They may find themselves outsourcing their logistics operations to reduce costs or turning to service provider networks and subcontractors to deliver service. Of course, the field service organisation's service management systems must be able to connect and share data with all stakeholders and participants in their ecosystem.

Field service organisations mustn't abandon their plans when it comes to broader strategic initiatives like Digital Transformation and Servitization.

However, they may need to reprioritise them or reign them in at least temporarily. Instead of implementing multiple initiatives, they will need to focus only on the one that results in the highest return in the shortest amount of time. More then ever before, field service organisations will need to maintain strong rapport with customers and strive to obtain high service contract attachment and renewal rates. To maximize customer lifetime value and generate revenue from a satisfied installed base, field service organisations must rely on warranty and service contract management software solutions and continue to provide excellent service.

 

The Light at the End of the Tunnel for the Field Service Sector

Eventually, we will pull through this crisis and come out of it stronger and more resilient than ever before.  By late Q1 or early Q2, we are likely to observe what economists call "green shoots" as the economy begins to recover. Field Service Leaders mustn't lose sight of the mission and business objectives they established before this current crisis.

field service organisations must continue to manage their business against KPIs and achieve performance targets during the next 12 months if they expect to obtain investment resources to grow the business once the recovery is here quickly.

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Further Reading:

• Read more about how the impact of Covid-19 on field service @ www.fieldservicenews.com/covid-19
• Read more of Michael's exclusive features for Field Service News @ www.fieldservicenews.com/michael-bluemberg
• Join Michael's professional community @ www.fieldserviceinsights.com
• Follow Michael's work @ m-ize.com

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Regular Field Service News contributor Michael Blumberg makes his debut on the Field Service Podcast and explains why firms should be embarking on a digital transformation journey.

As a regular supplier of insight to the pages of Field Service News for many years now, the FSN editorial team though it wise to get Mize's Michael Blumberg on the podcast. Deputy Editor and host Mark Glover batted topic suggestions with Michael over email and the pair eventually decided on Digital Transformation, a journey that all service professionals should be contemplating if they haven't already.

Covering the challenges and advantages of DX, including tangible case studies of successful integration, Michael explains with clarity how you can begin your own transformation, one that can only be beneficial to your business.

It's essential listening for any service professional. Download it now!

You can connect with Michael on LinkedIn here or reach out to him on email. You can also read his most recent article on how to optimise your engineers here.

Michael Blumberg suggests optimising a technician's time can revolutionise your service offering.

In parallel to the Servitization trend that is occurring within Field Service is a growing desire among Field Service Organization to deliver proactive service.  This can be achieved by either attempting to dispatch a technician to resolve a problem before the customer even knows about it or by attempting to resolve or prevent the problem occurring in the first place using remote support tools.  Fortunately, Field Service Organizations have been able to turn to an ever-growing set of tools and technology to help them achieve this desired state.  From Dynamic Scheduling to Spare Parts Optimization, to AI tool, these technologies have focused on helping FSOs organizations deliver proactive service and optimize their business.   

 

Optimization in Field Service

Ultimately, optimization involves choosing between two or more alternatives that result in the most cost-effective or highest achievable performance given constraints, by maximizing desired factors and minimizing undesired ones.  For example, achieving the highest level of customer satisfaction while maximizing the first-time fix and minimizing cost all through a fixed inventory of parts and a limited pool of technicians.   Optimization technology has proven to be effective when dealing with strategic and tactical issues such as pricing, parts availability, and technician schedules.   This is because automation can facilitate this process of choosing between multiple alternatives and constraints to arrive at the best solution.

Except for diagnostics and analytics, optimization techniques have not been applied to the full array of operational decisions a Field Service Engineer (FSE) must make while they are onsite.  This is because unless we are dealing with service robots or cyborgs, it is almost impossible to automate/optimize human decision making. Humans don’t always solve problems in a linear way.

While we may not be able to optimize their decision, we can still help optimize their performance.  In other words, we can provide the tools that make the highest and best use of their most precious resource...time.  

 

Basically, FSOs can optimize job site performance by providing their FSEs with mobile solutions that provide access to critical feature functionality: 

• Work Orders:  FSOs can dispatch work orders to their FSE utilizing mobile solutions. In turn, FSEs can manage their time, routes, and schedules more effectively and make decisions that result in higher productivity.
• Install Base Data: Providing FSEs with information on their customers’ install base helps them understand the key characteristics of the customers' environment and service entitlements.   This enables FSEs to demonstrate their knowledge, anticipate needs, provide suggestions, and position themselves as trusted advisors.
• Equipment Service History:  This helps FSEs understand prior failures and corrective actions that may have been performed. As a result, FSEs can be more effective in diagnosing the problem and fixing the issue right the first time.   Like Install Base Data, access to Equipment Service History information helps FSEs in their role as a trusted advisor.
• Electronic Parts Catalog/BOMs:   FSOs can facilitate the first-time fix and improve FSE productivity by providing FSEs with mobile access to electronic parts catalogs and Bill of Materials.  These applications help FSEs search for parts, determine availability, and place orders for new ones.
• Knowledge:  Access to the right knowledge can be an impediment to first-time fix and timely service. While knowledge artifacts may exist within an FSO, they may be contained in disparate databases and difficult to find.  Searching for the right knowledge can be time-consuming and costly. FSOs can overcome these challenges through a unified, mobile knowledge platform that puts access to a broad array of knowledge artifacts in the hands of FSEs.
• Forms:  Mobile forms can help FSOs streamline the capture of critical service data. In addition, forms can be structured in such a way that they follow a standard workflow.  By implementing forms in this way, FSOs improve FSE utilization and ensure they capture the right data to resolve the issue right the first time. 
• Plans & Parts Sales:  FSEs create value for their customers and for their company when they can offer service plans, extended warranties, attachments, and spare parts to their customers. FSEs also demonstrate their role as trusted advisors when they are able to create value for their customers.  This is the ultimate measure of customer loyalty and satisfaction.
  

FSEs are the most valuable resources that an FSO has available when it comes to managing Customer Experience (CX) and service delivery. While advanced technology is making it possible for FSOs to resolve service issues remotely and even avoid dispatching entirely, there will still be situations where an FSE is required. By supplying FSEs with the right tools to optimize job site performance, they make the highest and best use of their time which in turn benefits the customer. FSEs become the true trusted advisors and rock stars when this happens!

 

 

 

 

Chief Marketing Officer at Mize and regular Field Service News columnist Michael Blumberg says 2019 has been a good one for the Field Service Sector...

Much has been made of the potential benefits of adopting at least some servitized strategies within a service portfolio. However, the processes that need to be put in place are complex and a delicate balance between increasing profitability and overcommitting on contractual obligations needs to be struck. Here Michael Blumberg offers his guidance as to what systems of support are required to achieve a successful path towards servitization...