Your Housing Group (YHG), one of the UK’s largest housing providers with 28,000 homes, is set to transform the efficiency of their field force operations and customer experience with use of the FLS VISITOUR solution from FLS – FAST LEAN SMART.

Following a strategic business review that set new objectives forambitious operational efficiencies and customer satisfaction targets, YHG decided they needed a more sophisticated and robustdynamic scheduling solution that could integrate seamlessly with their Microsoft Dynamics 365 business platform and Accuserv repairs management system.

YHG AND FIX360 ARE USING FLS SOLUTIONS TO MEET BUSINESS-DRIVEN TIMESCALES AND MAKE SURE EVERY CUSTOMER CONTACT COUNTS.

The first priority is to deliver the solution for Fix360, the YHG dedicated property maintenance arm with circa 200 operatives covering the North of England, before expected progression across other business functions, for example surveyors and tenant liaison officers.

FLS was appointed to implement FLS VISITOUR after a formal tendering process with a requirement to drive forward the business ahead of the norm in the market. Darren Halliwell, YHG’s IT Director says “We did our research and were determined to find a technology and partner that aligned to our 5-year business plan and could flex and adapt as we develop and implement our wider technology roadmap. FLS have multi-sector experience and a stamp of approval from Microsoft which gave us great confidence. We were impressed by their delivery approach and speed to implementation alongside other key factors such as ease of configuration, functionally rich capabilities, customer communication and in-day progress and response accuracy and tooling. Following technical evaluation and discussion with references, including organisations in and out of sector, the FLS offering became our unanimous choice.”

Fix360 have over 3,000 categories of repair. Once a customer’s need is qualified by the call centre or via online self-service, FLS VISITOUR will provide the optimal appointment choices according to available operatives and existing commitments. This will utilise real-time optimisation, not just finding white-space to fill in the diary, with the accuracy of time-of-day traffic speeds for each journey. Each appointment will therefore be cost-effective, punctual, using operatives with the right skills and best possibility for first time fix.

Guy Bebbington, Managing Director of Fix360 says “The Fix360 Board have set ourselves challenging Customer Satisfaction and Value for Money targets and so investment in our technology stack to achieve those targets is vital. We believe FLS are absolutely the right partner for us, a real differentiator within the market. It was clear from references the quality of solution and expertise they offer, increasing field force efficiency and aiding continuous improvement in customer delight. At YHG and Fix360 we make sure every customer contact counts and this technology supports us with that. Other advantages included the speed in which we could implement and rollout to meet the business-driven timescales. We are really looking forward to working together and delivering great outcomes for our tenants in the weeks and months ahead.”

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Further Reading:

• Read more about Digital Transformation @ https://www.fieldservicenews.com/digital-transformation
• Read more about Fast Lean Smart on Field Service News @ www.fieldservicenews.com/FLS
• Find out more more about Fast Lean Smart @ www.fastleansmart.com/en
• Learn more about Your Housing Group @ www.yourhousinggroup.co.uk
• Follow Fast Lean Smart on LinkedIn @ www.linkedin.com/company/fls-fast-lean-smart/

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!

 

 

 

 

Resource Type: White Paper
Published by:  Field Service News (sponsored by IFS)
Title Standing alone or part of a bigger picture?

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Click here to download the white paper

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Synopsis:

The benefits of adopting a scheduling solution for field service companies are well documented. Increases in efficiency and productivity are matched by clear and tangible return on investment, whilst enhanced service delivery standards lead to greater customer satisfaction.

However, scheduling solutions come in a number of different flavours including manual, semi-automated and fully dynamic plus there is the consideration of whether to opt for an integrated scheduling engine or a stand alone 'best-of-breed' solution. So which is best for your organisation?

Overview:

For those that have already implemented a scheduling tool as part of their field service delivery, whether it be a fully dynamic system or something simpler that is designed to assist a human dispatcher rather than fully automate the dispatch process, it is almost certain that there will have been some important savings made in key performance areas.

However, there is another perhaps equally important argument for implementing some form of scheduling tool – the impact it will have on a company’s ability to deliver the highest levels of service excellence.

We live in an age where service is absolutely a key differentiator between similar competing brands.

It is certainly fair to say that the consumer of these early few decades of the twenty first century is more empowered, more knowledgeable and far more demanding than ever before.

 

But does this translate across from our consumer lives into our working environments?

We have already seen the consumerisation of technology within the working space and very simply the mind-set of many is “If Amazon can guarantee to deliver products to me within 60 minutes for no extra charge why can’t my service provider improve his Service Level Agreements (SLA) so I can expect an engineer on site within hours rather than days?”

So in a world of high customer expectations can field service companies afford not to assess their own scheduling set up and see what solutions are available?

Almost certainly not because they can be assured that their competitors most likely will be doing so at some point in the near future, such are the clear benefits identified in any given case study on the implementation of a scheduling solution.

However, scheduling solutions come in many different flavours and across the following pages we shall look at some of the considerations field service companies must take into account when selecting a solution that is right for their organisation.

This white paper looks at:

• The different types of scheduling engine available
• Selecting which is right for your organisation
• Stand alone solutions versus integrated
• What differentiates scheduling engines?
• What advancements should we be looking for in a scheduling engine?

 

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Optimised scheduling remains an absolutely crucial tool for many field service companies and one that could improve many other companies’ efficiency and productivity levels if they were to adopt such a system. On a recent Field Service News webinar based on this topic, Kris Oldland interviewed scheduling expert Daryl Dudey from IFS to find out more…

KO: What is a typical timeframe from modelling a scheduling solution through to actual implementation?

DD: There are several things that affect that.

Firstly how driven a company is but also how large the organisation is. If we are dealing with smaller teams we can roll out a bit quicker, so we could even be talking weeks moving from pilot to live, if we are talking about a larger organisation with a couple of thousand people out in the field generally speaking we’d like to take a little longer with that to make sure we are considering all the factors.

Really we try to go for a timescale of six months from start of project through to live, that’s the goal if possible. Also the nature of the business the more the senior management is driving the project the more likely it is we are going to get to live quicker, that’d very important.

A lot of the time these implementations can be viewed as IT projects but they’re not they’re business projects and businesses need to understand there is a lot of change involved in this, employees are involved, customers are involved and everybody really needs to be concentrating on it and focussing on it to get the result everybody wants.

KO: In your experience is it a case that those companies that have the full management buy in get more from these types of implementation?

DD: Absolutely. The ones that have that buy-in, that have that drive, they’re the ones that see the significant improvements to their business. They’re the ones that see the big numbers in improvement in terms of cost of travel and increasing jobs per day. They’re the ones that see the most success.

[quote float="left"]A lot of the time these implementations can be viewed as IT projects but they’re not they’re business projects and businesses need to understand there is a lot of change involved

Also in a company that decides they’re not over ride the system manually they’re not diluting the benefits. By the management setting those sorts of rules down the project works just that much better. From experience I’ve also seen that those companies that drive an implementation better, those people out in the field and in the dispatch office end up liking the system more anyway. Because they get the benefits out of it that they were expecting.

 

KO: So as well as there being a need to be driven by the top level, is there also a strong case for involving the end users, the field engineers and dispatchers throughout the implementation process?

DD: Involving the technicians, their team leaders and the dispatchers is absolutely key. At the end of the day this could be seen as a bit of an invasive system, coming in and changing working practices and taking responsibilities away from people. So we need to manage it in the right way to keep those people on-board.

[quote float="right"]Involving the technicians, their team leaders and the dispatchers is absolutely key. At the end of the day this could be seen as a bit of an invasive system, coming in and changing working practices and taking responsibilities away from people.

However, in the end people end up doing what they are better at. So with dispatchers for example, instead of having to decide which job to do in which order, they have more time to do what they are better at which is contact customers and dealing with the technicians and making sure everything is running smoothly.

 

It’s the same with the technicians. They are able to do what they are best at, which is being on-site, fixing equipment, interacting with customers etc. Basically not deciding which route is the optimum etc. So in my opinion, everyone benefits.

KO: What is the typical R.o.I following an implementation?

DD: It can vary but scheduling as a project is very much a return on investment project.

Most companies can expect to see five to fifteen per cent increase in productivity in SLA hit rates so that will hit the bottom line. Every organisation of course has different priorities so they tend to tune things in a different way.

Fuel savings are a particularly direct way of measuring cost savings. PHS in the UK for example made fuel savings of around 7 or 8% a year, which for them equates to around £2 million. So they made some significant savings – quite a lot more than they paid for the solution I might add, so the solution paid for itself pretty quickly.

We are currently running a free field service health check, which is a great way of getting a picture of this, and a great way of putting the business case together. We can take customer data if they are unsure and we can run that through and we can give you some predictive numbers which is a great way of seeing what that R.o.I specifically in line with your business.

KO: All too often we hear that service doesn’t perhaps get the voice it should in the boardroom, what do you recommend a service director should do when building the case for investment in a scheduling solution?

DD: To be honest the numbers make a pretty good case for themselves. Increasing jobs per day, reducing fuel costs etc there are all pretty big numbers and there aren’t many projects you can implement that are going to get you big savings like that.

But there are some more intangible benefits as well such as customer satisfaction. A lot of organisation using manual systems can end up sending the wrong technician out, or maybe a technician is missing parts and that just causes frustration at the customer end really.

[quote float="left"]There are some more intangible benefits as well such as customer satisfaction. A lot of organisation using manual systems can end up sending the wrong technician out, or maybe a technician is missing parts and that just causes frustration at the customer end really.

So sending the right engineer, with the right skills and the right parts, in the agreed allotted time window is pretty important when it comes to customer satisfaction.

 

Also a possibility given the increased efficiency is maybe offering shorter time windows, which can be a big competitive benefit. If you customers are all offering AM or PM slots and you can offer one hour or two hour slots that’s another pretty compelling case for scheduling optimisation I think.

The reality is from my experience is that companies may have these SLAs in place but they may not necessarily be meeting them and it’s interesting that when we do the initial phase and we take some historical data we discover some often huge discrepancies between what a company thinks they are delivering and what they are actually doing.

The reason being is that when you are using a manual system or a semi-manual system then it’s pretty hard to consider all these variables.

You’ve got to consider where the technicians are, what jobs are nearby, what parts and skills are required on those jobs, when you need to get there etc. It’s just to much for a person to deal with in reality. So sometimes things slip.

Whereas in an organisation not only are they to hit the SLAs they’ve already guaranteed to their customers, they also have the opportunity to offer shorter SLAs. If your peers and competitors are using manual systems and offering a four hour delay you could offer a two SLA and they simply wouldn’t be able to achieve that.

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Good-bye products, hello services? The IoT and connected products means companies will  need to monetise IoTs, says consultant Nick Frank.

‘Assets will no longer be bought, but provided as a service!,’ brainstormed a senior UK manufacturing executive at a recent workshop on UK manufacturing facilitated by Cranfield University. If true, the whole nature of manufacturing, engineering and service will change forever.
We already see that the data generated by digitalisation is beginning to blur the distinction between products and services, two mega-trends are driving us further in this direction:

1. IoT and connected products are becoming part of our everyday thinking: As the Internet and smartphones have become integrated into our lives, so the idea of connected products has become the norm. Significant investments from industry heavyweights such GE, Siemens, PTC & Microsoft have created a hype that this is an opportunity not to be overlooked.
2. Governments will legislate for the Circular Economy: Who is not aware of the environmental challenges that we face on our planet today. No longer can we dig up resources, turn them into products and then throw them away. Now we have to recycle our assets and ensure they stay at the highest value. Governments are starting to legislate for what is called this Circular Economy in the way they manage large infrastructure investments such as rail infrastructure and defence.

A key challenge for companies is how to react to these big ideas in a way which is relevant to today’s business and society. The current approach appears to be a fixation on technology: ‘Think what the IoT could do for you by monitoring your fridge or health through your Apple Watch’.[quote float="left"]A key challenge for companies is how to react to these big ideas in a way which is relevant to today’s business and society.

This is great for stimulating our imagination, but does not help monetise the technology. The key is to mix this imagination, with a deep understanding of the customers’ business model and processes. Then figure out how to apply your technical or business knowledge to improve whatever it is your customer is trying to achieve.

Often this is called Service Thinking, yet most engineering and manufacturing companies actually struggle with it. Yes, these companies look at the customer needs, but they fail to deeply understand how their customers make money and the available profit pools in their industry’s supply chain.

However, increasingly we can see successful examples of how companies are using Service Thinking to expand their horizons.

I recently met with Gerard Shaw who is MD of a small Northern Irish company, LISTO, who style themselves as ‘Cloud Data Innovators’ . His goal is to find people with big imagination and insight, and help them develop solutions. He told me of a 3rd party service company who provided maintenance for air-conditioning systems covering multiple brands. In a very competitive market, their key customers were telling them not to just meet the agreed SLA’s, but to actively optimise their energy and maintenance costs. By monitoring two standard outputs found on all brands – first whether a unit is running and secondly pressure across the filter - they could understand the performance of that unit.

Through connecting units using standard telecoms technology to a web portal, they can now see failures and react before their customers report it. They can see poor performance and plan in visits, so reducing their own operational costs. When performance of a unit is poor, they can put together a business case for their customers on why they should purchase a new unit. A very simple solution, based on knowing what was important to the customer, and the critical data that could make a difference.

 

At the other extreme is MAN Truck UK who used Service Thinking to grow their business from £50M to £550M over a period of 20 years. Faced with the challenge of a declining market, the management team worked with their key customers to understand that the truck is only 10% of the annual running cost. Their customers wanted them to tackle the real issue that made a difference to their profitability. This was fuel, which accounts for 45% of their costs and the driver another 29%. MAN knew a 10% saving in fuel consumption, could double the annual profit per truck for the haulier.

Initially they developed a full maintenance contract to optimise performance, a key element of which was the telematics data systems that were just starting to be designed into the truck’s controls. They then had the insight to invest in the telematics infrastructure, allowing them such a high level of control that they could offer the truck as a leasing service. Plus the data they created on how the driver was performing enabled them to further reduce fuel consumption and decrease insurance premiums.

In both examples technology was not the route to the solution. The answers lay in a deep understanding of the customers’ business model and figuring out how to make a real difference to their profitability. Sounds simple, but not always so easy. As more companies master Service Thinking, then maybe we are getting closer to the day when most assets are delivered as a service.

 

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Across April and May of this year (2014) Field Service News in partnership with mplsystems undertook a research project to assess the current usage of field service software...

The survey was split into four categories. Scheduling systems, integration and interaction, management reporting and future options. In total we spoke to over 120 field service companies of differing sizes and differing industries. These were predominantly UK based although there were respondents from all over the world including Europe, America, Africa and Asia.

Scheduling Systems:

Whilst Service Management software as a whole is about far more than scheduling there is no doubt that it often dominates conversation. This is likely due to the sizeable improvements in efficiency that scheduling software can deliver. In fact companies that were using any sort of scheduling software, be it batch, automated or optimised, showed considerable improvements in the efficiency of their dispatch units with 39% of companies using scheduling software having a ratio of more than 16 engineers per dispatcher.

This figure reduces to just 8% when we look at companies who still operate with manual dispatch systems. In fact of those companies operating without scheduling software virtually half of them (49%) are only able to manage a ratio of 5 engineers per dispatcher at best.

With developments in mobile technology opening up opportunities for field staff to establish new revenue streams (whether directly or indirectly), the greater the ratio of engineers to dispatchers, the more a company’s labour resources are placed in positions which could potentially generate revenue.

With companies shifting away from manual based scheduling and starting to utilise scheduling software, the question of how well that software is performing takes on even greater importance.

The majority of companies (46%) identified their current scheduling system as average, with both extremes (excellent and very poor) being the least common response at 7% each. 14% of respondents identified that they felt their systems were poor, whilst 27% rated their scheduling system as good.

Taking a broader view this does indicate that 80% of scheduling systems being used are operating at an acceptable level of average or better, although it would also indicate that there is plenty of room for improvement as well

Integration and interaction:

There has been much talk of late around end to end service management solutions, whereby all systems across the customer lifecycle such as CRM, Service Management Software, and Asset Management Software are fully integrated with each another, offering full transparency across multiple divisions of a company. This in turn creates greater opportunities for improving customer satisfaction levels, improving efficiency and establishing new revenue streams within a business.

Specialist field service software has been available for some thirty years now, and as the industry has evolved a number of differing elements of service management software has developed such as scheduling, routing, and asset management software etc. In fact a fifth of companies are still working with five or more software providers.

With so many different products in the mix its little wonder that there are issues with integration in field service companies.

Well over a third of companies (38%) are still facing issues with integration stating “We have a number of different systems across different divisions and it makes communications between departments tricky”. This represents a sizeable section of the industry that has the potential to improve the overall efficiency and productivity of their field service operations.

Given that the integration of systems is not fully ubiquitous across the industry, it is important to see how companies ensure that their service management software supports their business processes. The most common means of ensuring this is through customisation by software providers, with 34% of companies taking this path.

With competition amongst software providers high within what is a relatively niche sector, it is such additional layers of customisation that can make a difference when implementing a new service management software system.

Yet conversely almost a quarter of companies (23%) admit to having to fit the way they work around their software.

This represents a real issue, if a company has to change their processes to accommodate their software then there may be a danger of efficiency bleed, in which case the surely the software isn’t fit for purpose? This serves to further highlight the importance of ensuring that you choose software provider wisely. Perhaps the cheaper ‘off the shelf’ solution doesn’t always offer the best value in the long term?

In part two of this feature we will look at what of management reporting software is being used and what fears companies have when adopting new systems.

If you want to read the full 10 page benchmarking report then you are able to download it by clicking this link.

By registering for this white paper you agree to the fascinating terms and conditions which you can read right here.

 

As the general public continue to raise their expectations for service call and delivery times to fit within their own personal schedules the ability to make supply and service chains ever more effective and dynamic is likely to be the difference between those companies that thrive and those that are left behind. 

Technology is of course a major enabler in allowing companies to meet these demands and Telogis have just launched a further extension of their already comprehensive, cloud-based, location intelligence software platform. The new module is called Telogis Appointment and will be revealed at this years Commercial Vehicle show at the NEC next week (running from the 29th to 31st May) Appointment is the latest addition to theTelogis Route Planning Suite

Telogis Appointment improves customer service by allowing consumers to choose delivery windows that are most convenient for them while also being most cost effective for the deliverer. It helps shipping companies reduce turnaround times by matching delivery slots to customers’ open times to receive goods, and automates ETAs to the receiving parties via text or email – all in real time.

“Businesses that embrace a customer-centric service model and implement mobile and location intelligence technologies aimed at expediting, improving and personalising the customer experience will ultimately grow market share and remain competitive,” said Newth Morris, Telogis co-founder and president, Telogis Route and Navigation. “By providing a higher level of service to their own customers, Telogis’ customers benefit from increased fuel savings, mobile worker productivity and profits.”

 

Intelligent Appointment Scheduling that Maximises Profitability

When customers interact with online scheduling tools or speak with a customer service representative by phone, Telogis Appointment will provide a choice of available appointments based on pre-determined criteria such as delivery cost, available resources, proximity of existing vehicles and resource capabilities of technicians or delivery specialists.

Telogis’ integrated work order management, routing and scheduling programs provide customer service representatives with optimised appointment times/windows that allow the customer to choose a time that works best for them. This dynamic back-office coordination takes into account factors such as vehicle location, onboard tools, skill sets, routing and schedule, and only presents appointment options that will be profitable.

Telogis Appointment also delivers integration to/from existing Customer Resource Management (CRM) or other customer service portals and initiates a call to/from appropriate applications in order to present profitable appointment options.

 

An Integrated Platform Approach

Telogis’ platform approach for any mobile enterprise gives customers a seamless, integrated SaaS solution on which to build a more productive, efficient and compliant fleet and manage all aspects of their mobile operations. The Telogis platform combines strategic and dynamic planning, advanced mobile apps that log delivery drivers’ Hours of Service (HOS) and other compliance requirements plus easy-to-build mobile forms, commercial navigation and telematics.

Now in version 6.0, the Telogis Route Planning Suite supports static, fixed-route and territory planning as well as dynamic routing, routing support specifically for vehicles carrying hazardous materials and commercial trucks. This enables Telogis customers to be more responsive and provide a higher level of service for their own customers. The Telogis Route Planning Suite ensures that plans are built so that key customers are visited regularly and operations teams can more effectively manage last-minute jobs, resulting in increased efficiency, revenue and overall customer satisfaction.

As well as appearing at the CV Show next week Telogis will also be appearing at this years Service Management Expo which is in London's Excel on June 17th,18th & 19th and will be giving a presentation during the Field Service Solutions Theatre which Field Service News is proud to be hosting. 

 

 

 

 ServicePower a market leader in field service management, have recently announced a new agreement with ServiceMax, the only global, completely native Force . com field service application in the industry. Another collaboration which could see users of both systems benefit...

The agreement sees ServiceMax integrating ServicePower’s patented schedule optimisation product, ServiceScheduling, which is acknowledged by many as being one of the leading leading optimisation technologies for large workforces, into OptiMax, ServiceMax’s workforce optimisation module available on the Force.com AppExchange.

This  integrated solution will enable the companies to provide a unified, sole vendor field management solution to a wide array of field service organisations, working across both geographies and industries such as medical devices, oil and gas, and utilities where customers are noted to be looking for the Salesforce CRM alongside highly developed optimisation capabilities.

Commenting on the agreement, Marne Martin, CEO of ServicePower stated:

 “Our relationship with ServiceMax creates a unique competitive offering in the field management industry, capitalising on the strength of our patented optimisation technology, and the breadth of the Force.com platform on which ServiceMax has built its 100% native solution.  As a single vendor solution for global field service organisations, we can provide clients productivity and efficiency improvements, in addition to Force.com’s CRM features through Optimax.  While increasing our penetration of the Force.com customer ecosystem, the partnership also expands our sales footprint to new geographies around the globe.”

CEO of ServiceMax.Dave Yarnold added:

“Our integration with ServicePower enhances the ServiceMax platform with industry recognised optimisation technology, further extending our ability to provide an end to end, field service management solution to the Force.com ecosystem, and beyond.”

For more information on ServiceMax click here visit their page in the Field Service News Online Directory which includes videos, news & features plus access to downloadable resources.  

Engineer productivity doubles with FLS VISITOUR scheduling and FLS Mobile solution

Sky Deutschland is the leading pay TV company in Germany and Austria with over 3.5 million subscribers.

Sky offers live sports, current films, award-winning TV series, kids programs, and documentaries as well as outstanding innovations and an awarded customer service. One way to access this high quality content is via satellite.

Sky provides a service for on-site installation through its own technical support team and also approved partners. In 2011, with objectives to improve service and efficiency, Sky Deutschland made the switch from regional to centralized scheduling and chose FLS VISITOUR and FLS MOBILE to optimise its appointment and route planning.

With FLS VISTOUR, the time required to book appointments has been cut by half. The intelligent planning algorithm reacts within seconds resulting in the optimal scheduling of technicians.

"We are very pleased with FLS. Due to the combination of FLS VISITOUR and FLS MOBILE new processes and organisational structure were implemented. As a result, our technicians are able to complete twice as many jobs per day than before. Customer satisfaction has increased, showing that 93 % of customers now rate the service with grade 1 and 2." Lydia Otto, Sky’s Director of Field Service