ARCHIVE FOR THE ‘optimisation-2’ CATEGORY

 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.  

Specialist building services maintenance group Statutory Support Services (UK) (SSS) has selected mplsystems’ cloud based end-to-end service management solution as part of an overhaul of their current system. Their existing solution, the previous generation of the Maximo system was replaced after the group found it to be overly complex for their needs.

The system that replaces it, mplsystems’ iMobile offers both dynamic drag-and-drop and automated scheduling of SSS’s field engineers, while a comprehensive service desk portal and integrated mobile apps for their field personnel should see significant improvements in both productivity and efficiency. As the system provides a true, real-time view of all current maintenance activities across the group, the results should also be tangible from day one.

Within their sector, SSS work with a number of leading organisations including Hill Woodhouse, Lambert and Smith Hampton.

Adam Clarke, Managing Director at SSS commented

“We previously worked with a legacy Maximo scheduling system that proved both over-complex and inflexible, so we were keen to move towards a more comprehensive, end-to-end service management solution that would allow us to deliver more dynamic and efficient scheduling, especially for reactive job requests”

“We looked at a number of alternatives, but only mplsystems - with its cloud-based iMobile solution - could give us the end-to-end solution and the visibility we needed across our entire maintenance services operation.”

Clarke further expanded on this by adding:

“Now with our new mplsystems solution in place we’re able to manage our entire field service operation using a dedicated service desk portal, giving us real-time visibility of all our activities and providing much greater integration of our employees in the field,”

“We have also been able to incorporate additional functionality that, for example, allows our field engineers to quote immediately for any further work that customers might need – improving our responsiveness and unlocking potential new business opportunities.” He concluded.

A clear advantage of establishing a single view of all field activities is that it will enable SSS to make healthy savings by optimising schedules for both planned preventive maintenance and also reactive service requests. Thanks to increased SLA adherence, the ability to respond effectively to reactive jobs and dynamic schedule optimisation, SSS expects its new mplsystems field service management solution to pay for itself within just six months.

Where mplsystems’ new end-to-end solution contrasts with traditional service scheduling tools is that some solutions are often deemed to be perhaps to complex with multiple menus, options, parameters and screens, for the needs of the dispatchers of field service managers implementing and using them on a daily basis.

The mplsystems solution therefore has a more simplified, and modern look and feel. It features three core drag-and-drop presentation options that enable schedule optimisation: a dynamic map view that streamlines the scheduling and allocation of tasks, a field service engineer’s calendar view showing all jobs and locations, and a complete list of jobs that can be filtered using a range of parameters.

These three views can be toggled separately or displayed concurrently on a single screen. When the service desk receives a call, helpdesk staff simply drag and drop the task onto the appropriate field engineer’s schedule. This action updates diaries and transfers all relevant task information to the engineer’s mobile Android, iOS or Windows Mobile device.

Paul White, Field Service News columnist and CEO of mplsystems’ commented

“We’re delighted that Statutory Support Services has chosen our cloud-based iMobile solution as a platform for their truly integrated service management solution,”

“Combining our portal, cloud IT platform, automated and dynamic drag-and-drop scheduling and comprehensive mobile field service integration, our end-to-end solution is set to unlock the significant efficiency and productivity savings that come from a truly joined-up approach to field service management.”

With iMobile, mplsystems has brought a powerful suite of cloud-based end-to-end field service management solutions to the market with a wide and impressive range of functionality companies like SSS need to support their range of operations. Key functionality includes a unified service desk portal; the automatic and dynamic planning and scheduling of service activities within defined SLA adherence guidelines; supporting mobile personnel through dedicated apps for in-field data collection and route optimisation; as well as comprehensive analytics and SLA reporting.

Find out more about mplsystems and there end-to-end solution including optimised scheduling. Find case studies, videos and other resources in our online directory by clicking here

 

 

ServicePower have shown a further investment in their product platform, as a result of continued growth in the European market, by implementing extensions to its German and the Czech solutions as well as the US Territory of Puerto Rico, supporting recent customer wins in these regions and expansion with existing customers.

ServiceScheduling, which uses a proprietary artificial intelligence-based algorithm to route and optimise employed or dedicated field resources, previously supported travel calculation in North America, including the US and Canada, and in Europe, including Austria, Belgium, the Netherlands, Luxembourg, Denmark, Finland, France, Italy, Norway, Ireland, Spain, Sweden, Switzerland and the UK.  Now it has been further upgraded to support travel logic in Germany, including the new pre calculated, in memory travel data to support real time field service environments.

Also the system has been improved and now includes support for complete application translation to the German language, ensuring a fully localised user experience. This latest release will also support multiple languages within the same deployment, including on premise or hosted instances, a key requirement for the Company’s multinational client base.

ServiceMobility has been enhanced to support complete localisation, including language, and other critical data such as dates, times and user location information, for the Czech Republic. This extension, as well as several additional planned geographical deployment expansions, enhances ServicePower’s ability to support its international clients, as well as improve its penetration outside the North American and UK markets.  Mobility will also be extended to field based teams in Puerto Rico.

Marne Martin, CEO of ServicePower, commented, "ServicePower continues to invest in our platform, driving innovation and improved market penetration for our shareholders.

“ServiceScheduling, our flagship optimised routing product, continues to outperform competitive products, with proven superiority in real time optimisation, part scheduling, in memory travel calculation and M2M data utilisation, as well as growing multinational support. ServiceMobility is enjoying similar success, providing new features and support of diverse device deployments within employed or third party field service networks. Our investment decisions continue to position ServicePower well for future market growth.”

Whilst building a service business entirely from scratch might seem like a dream for many Service Managers when facing the trials and tribulations that are often the result of many legacies, it is none the less a daunting task and certainly no mean feat. However, for Daryll Brown, Operations and Service Manager with Bürkert Fluid Control Systems this was exactly the task he was employed to do. In this exclusive interview he explains just how he has approached building a service division from a standing start... 

 

FSN: Building a service business from scratch must be both a daunting and exciting proposition, what was the approach you adopted in taking the first steps to achieving this goal?

DB: Our approach to building a service business from scratch is to first of all define what can be thought of as service in our industry. 

Fluid controls are a very complex business and there is not a clear description of what is traditionally known as service work.  We need to define what we class as service work and then develop products that would be attractive to our customers.

Some of our definitions of service include Installation of Bürkert products and systems, continuous service of Bürkert products and systems, planned maintenance and breakdown cover for Bürkert products, installation and commissioning, consultancy, design, calibration and training.  As things stand most of our products do not lend themselves easily to service maintenance.  This is because there is not always what you would call spare parts that need to be replaced.  Also a lot of our products are designed for one time use and they may last for years.  So we need to be very creative with our offering.

FSN: What approach have you taken to scheduling software, are you using a manual, automated or optimized system? Why did you take this approach? Which provider are you working with and what made you choose them?

DB: This is unique for us as we do not necessarily need scheduling to cope with high volume demand we need it more to manage our complexity.  Having had experience in implementing field service software in my previous company I knew that the generic service software packages out there were not going to be as flexible as we would like.

Most offer an out of the box solution which never seems to do exactly what you need.  You then seem to spend time (and money) on modifying the software to meet your needs.  I think a lot of software companies fall into the trap of thinking all service businesses are alike.

For us this isn’t the case so we have decided to develop our current quality and asset management software (Q-Pulse) to be able to manage our service work.  This has the added advantage as we are already very familiar with the software and we have a lot of scope to develop and modify to suit our needs.

FSN: What logistics solutions do you have in place to ensure that your field engineers can get the right parts as soon as possible?  

DB: As mentioned our service work is quite complex and some visits have to be planned months in advance.  This gives our logistics team time to plan when and where our parts can be delivered and stocked.  Bürkert’s UK core business is mainly distribution of product from our Plants in Germany and France so we are already well versed in managing the logistic supply chain.  When the business grows we will need to think of innovative ways of supporting our service teams with some of our faster moving items.  Again from past experience I have found that having a partnership with a flexible logistic partner is worth its weight in gold.

FSN: How are you monitoring driver behaviour? What tools are you using (GPS, telematics etc)?

DB: Roads in the UK are becoming busier and this presents a challenge for any service business.  We have put a lot of thought into using the outside of our service van to market our business and products so we do not want our drivers to give us a bad name.  So we have had all those who drive our van read our companies driver handbook and then sign a declaration that they will comply.

We have also made this an agenda point at our Management review as ideas have been raised regarding advanced driver courses.  This would have the added advantage of potentially lowering insurance costs.

We do not have this issue of needing to know up to the minute the location of our Engineers.  Nor do we currently have any trust issue which would warrant GPS tracking.

FSN: Who else within the organisation do you liaise with when making decisions that will impact upon how the service department operates?

The Bürkert UK business is ran by a small Management team of five members.  These represent areas such as General Manager, Logistics, Finance, Quality and Sales.  Due to our business structure and all of these areas need to be involved in the decision making process.  As we are only a small business here in the UK every action has a reaction and this means all departments have to work closely together.  As past experience has taught me this is no bad thing.  For me even in larger organisations if all departments are working closely together and not in silos key decisions revolving around the service business are made more quickly and effectively with less risk.

FSN: Have you been able to integrate the service division with other divisions within the organisation such as sales or client services? What challenges did you face?

DB: We are still in the early days of developing our service business.  For now our project engineers are also doubling as our service engineers.  This is not necessarily a bad thing as we are starting with our service already integrated into other areas of the business.

For me all areas of the business working closely together is critical.  All processes tend to cross over into different areas of the business and often this is where most processes come unstuck.  If ran as a process and not a interlink of different activities in different areas the service business will run a whole lot better. For instance in the past I have often been called to meetings with the logistics departments to complain about the amount of stock in the service business.

If managed as a process then the logistics teams who are setup to manage other needs of the business can account for the service business. This will help them to adjust themselves to meet the completely different demands of service.

FSN: You personally also have a wide skill set holding an advanced certificate in Sales and Marketing (Institute of Marketing Management ILMM 2007). What led you to a career as a service management professional? What are the key skills that you think are required to be a good service manager?

DB: I spent 24 years with my pervious company and I worked in several different departments including operations, quality, sales and customer service.  This gave me a good understanding of the overall business and a good grounding in organising teams and coping with different demands.  For this reason I think the senior management thought I may be a good choice as a service manager.  Service has been by far my biggest challenge as it seems to involve so many variables and crosses over more boundary lines then I had seen before.  In my old business service was managed as part of the sales business.  If I were still there today I would have definitely recommended managing service as a separate cost Centre. This is because the needs of a service customer are completely different to that of other customers.  This should be managed by a focused service team with no distractions and to key performance targets that are service related and not just sales related.

FSN: What are the biggest challenges you think the field service industry faces and how have you set up the service business at Burkert to overcome these challenges?

DB: Of course there a different types of service businesses which will face different challenges.  However, there are challenges that are generic and affect all service businesses.

For me one of the biggest challenges is the modern lean business trends.  This drives a cost cutting culture in all industries which makes customers demand more for less. When you are selling service there tends to be a lot less overhead to play with.  One extra day on site due to an unforeseen issue and your margin disappears. So at Bürkert our way of overcoming this issue is preparation (and lots of it).

Planning needs to accurate, costing needs to be accurate and the timing needs to be spot on!  This is of course easier said than done.  So to endeavor to make this happen as mentioned before we have developed our software package to effectively manage our service business.  Our logistics are integrated with our service offering so that we have the parts available when our customers need them.  All areas of our business are part of our decision making to facilitate us managing our service as a process and not as a group of individual activities.

However, we know we cannot afford to sit still we need to look for ways to continually improve our service offering.  For this reason our marketing team is working closely with our customers to keep up with the latest developments in our market.  We have put together key performance indicators that are based on areas that our customers value.  We hold regular improvement events to review the feedback that these items give us so that we can continue to develop our business to be customer focused and deliver value.

Bürkert  at a glance:

Industry = Fluid Controls

Number of Field Engineers UK only = 3 (these also double as Project Engineers).

Number of Dispatchers = None (not set up as yet)

Average number of jobs per Engineer = 1 (our work is quite technical)

 

Gloustershire based Agronomy company Agrii have implemented a real-time transport optimisation and vehicle tracking solution for its agrochemicals division.

The company that is seen as a leader within it's field in the UK has opted to utilise Paragon’s Fleet Controller system and integrate this with a live vehicle tracking feed, provided by 49 TomTom PRO 9150 navigation units, taking advantage of the systems's advanced vehicle routing and scheduling software.  The result is a real time plan versus actual performance information delivered to the Agrii transport and customer service teams, also enabling customers to receive updated ETAs using Fleet Controller’s text messaging facility.

“By integrating Paragon and TomTom technology we are able to plan and manage deliveries of more than 350 orders a day, which given the location and type of customers we serve would be a logistical challenge if we didn’t use this solution,” said Tony Frain, Agrii’s Logistics Manager.

“The software allows us to offer customers the opportunity to place orders up to 10.30 pm and we’ll guarantee delivery if stocks are available by the next working day in three slots: before 9am, before 12pm or next day.”

Paragon also provides timed web-based reporting to Agrii customer services, with scheduled route timings updated every few minutes based on the live tracking information.  This informs the customer service agents of real-time delivery activity and allows them to prepare customers to receive their deliveries. With the nature of their business meaning many deliveries require a forklift to unload the vehicle , this efficiency allows for streamlining the delivery process saving valuable time for both Agrii and their clients alike.

With the TomTom units providing  intelligent navigation and live traffic information to help drivers avoid congestion Agrii are able to make further savings in both time and money and the all-in-one business tool combines navigation and GPS tracking in one single, portable, device is an major benefit.

Other benefits of the system are it's flexibility - Agrii's operation is heavily seasonal so the versatility of the solution means that the company can increase and reduce the size of the hire fleet without the cost of installing and removing hardwired equipment, and also the well documented benefits of monitoring driver behaviour including duty of care obligations. Also drivers can accurately report their working time by entering their ID into the device, tapping the screen to record when they start and finish work which in turn is automatically fed back into Agrii’s payroll system.

Agrii’s Alconbury depot is supplying 6,000 customers who range from small farms to large commercial operations growing products for supermarkets. They are located as far north as the Humber Estuary and south to the Thames Estuary, along the coast of the North Sea in the east and west to the M40 corridor. The drivers deliver the orders direct to the farm’s chemical storage facilities, the locations for which have been located accurately using the GPS vehicle-tracking units.  This ensures that each store is mapped on the system.

“By plotting the X and Y coordinates for the chemical stores our drivers can navigate directly to the site,” added Tony Frain.

“This streamlines the delivery because using a postcode alone would only take them to within a kilometre of the location. If we can get the driver within 10 to 20 metres of the store, it improves our performance and the level of service we offer our customers.”

 

 

With a fully integrated product across the two companies customers are set to benefit from one integrated contact centre solution based on Intelecom Connect and Verint Impact 360 workforce management Software. The offering is available in one flexible cloud-based deployment model.

Intelecom Group AS, a provider of cloud contact centre technology, have announced the availability of  Verint Systems's Impact 360 workforce management and optimisation software as a cloud-based solution integrated into Intelecom Connect. This follows the organisations commencing their relationship earlier this year in May 2013 and is impressive in the speed at which they have ben able to collaborate as well as the depth of the proposition. Adding to Intelcom's contact solution, Verint are prominently placed in a field they define as "Actionable Intelligence" solutions and their product line already includes a suite of award-winning workforce optimisation software as well as an analytics tool Voice of Customer Analytics.

The closer alignment of service to other divisions within an organisation is one that is often cited as a critical steep in moving from cost centre to profit centre, or at the very least in increasing efficiency and reducing costs simultaneously. Of course one of the most obvious and simplest divisions for alignment to the service centre in in many cases is the contact centre as often they fulfil many similar if not overlapping functions.

An integrated, cloud-based solution will help multi-site, multichannel contact centres capture a full range of customer interactions for quality, compliance and customer intelligence that can be used to enhance operations, improve performance and heighten the customer experience. It also opens the doors wide to operational transparency which is key to the successful operation of an efficient service division.

When we then add in the more standard service management-esque elemeents to the solution which can help organisations automate workforce management, including staff forecasting and scheduling, and the ability to track agent adherence, while providing performance management we are starting to see yet another example of the more holistic platform approach to software that Sergio Barata referred to in his recent feature .

Torkel Engeness, CEO of Intelecom comments, “An increasing number of our customers using our cloud-based contact centre are placing more focus on enhancing the customer experience. There are clear benefits in using a robust and well-known workforce optimisation technology, deployed in the same flexible cloud model as our core product. Verint, with its proven portfolio of WFO and VoC Analytics solutions, makes it an ideal partner for Intelecom.”

Nick Nonini, Senior Vice President Sales, Verint Enterprise Intelligence Solutions^™adds, “Verint is committed to working with select partners to deliver our portfolio of solutions in the cloud. Our customers and the industry at-large continue to recognise Verint as the market leader and innovator in deploying WFO applications in a variety of environments, from on-premises to the cloud. With this partnership, Intelecom’s customers have access to a fully-integrated, cloud-based WFO solution.”

Intelecom Connect is at the time of writing as close as any other offering to being the complete contact centre solution available in the cloud.  Of course the fact that it follows the SaaS model also provides a number of other benefits including being affordable to those companies for whom such technology may previously been prohibitively expensive to obtain.

The flexibility of the Connect application programming interface and Web Services allows seamless integration into third-party software environments. This partnership not only provides Intelecom customers with advanced workforce management technology typically associated with on-premise licensing, but also makes it available on an integrated in-the-cloud, pay-as-you-use basis from a single supplier. Offering customers flexibility in deployment, it also can help them meet their business requirements as they evolve.

Verint’s Impact 360 Workforce Optimisation suite enables organisations to capture, analyse and act on customer, business and market intelligence, and gain a complete multichannel view of customer interactions and experiences. Again the type of technology at the top of a lot of field service managers wish lists currently.

Using tools like this companies can identify opportunities to refine and enhance products and services; maximise information and workflow across functions; learn about competitive and other changing market dynamics; fine-tune internal business processes; enhance staff sales/service delivery; reduce operating costs; and realise new revenue opportunities. All extremely commendable in its own right.

Brought together these options certainly make for a compelling package and it's good to see such strong collaboration yielding impressive initial results.

The explosion of mobility and connected services means that fully integrated fleet management, route and job allocation is now a compelling option. Sergio Barata, General Manager of EMEA at Telogis explains.

Traditionally fleet management systems, navigation, route optimisation, workforce management and job allocation are different disciplines, provided by a different set of vendors, and used by different functions within the enterprise. Typically these systems didn’t talk to each other, creating silos of data. However, with the current proliferation of remote working, reliable connected services and affordable mobile devices, enterprises are now starting to recognise that the systems should be integrated and, indeed, there is no reason for them not to be integrated.

Maintaining a piecemeal approach to mobile resource management is a huge overhead in terms of both resources and cost, individual solutions lack scalability and at best provide a patchy service in terms of meeting the objectives of the organisation. A lesson that many enterprises are now learning and a situation that many are looking to rectify with a fully integrated location platform approach.

One-stop-shop, global visibility

Recently developed, a platform approach to location intelligence means that one company provides everything to do with managing mobile resources, whether vehicles, equipment or personnel. This supports enterprise-wide strategies for handling mobile IT.  A single platform reduces costs, risk and overhead.  A platform approach can be rolled out across disparate regions, giving international visibility across the entire organisation.

A single platform giving scheduling, route optimisation and fleet management in one place is able to provide a dashboard to cover all, customisable to the individual user so that they see exactly what they need to see in order to do their job most effectively.  With one system, users log in just once to see everything on one screen.

Cloud delivery, faster ROI

Delivery via the Cloud brings a whole host of additional benefits.  Faster return on investment (ROI) is often the initial attraction, but longer term reduction in maintenance overheads, and a total lower cost of ownership, are also significant cost factors.  With no upfront capital costs, cloud solutions eliminate the need to purchase or upgrade servers, operating systems or database versions.  Cloud services minimise costs by leveraging existing IT investments, so expenditure on infrastructure and the staff to maintain it is minimised. Business benefits include access to a global solution, full integration between disciplines enabling better operational planning and execution, and business decisions taken based on fact.

In addition, cloud solutions are continuously updated, so you get the best.  Cloud solutions provide new and valuable capabilities through the lifetime of the service, ensuring that your solution keeps pace with business requirements and changing technology.

Harness technology, empower staff

A cloud delivery model coupled with hardware agnostic solutions, enables organisations to use existing kit, with no need to upgrade or replace devices already installed in vehicles or issued to staff.  When all you require is a web browser, there is no need to standardise on hardware and in many cases enterprises are able to take advantage of the consumerisation of IT and ‘bring your own device’ (BYOD) trends.  Subject to some restrictions due to security considerations, staff can use devices of their choice.  This keeps staff happy and can reduce hardware spend.

Improved access and mobility means staff are freed up to concentrate on the next job, rather than spending time going back to base. Workers have constant access to real-time data which support decision making. Supervisors and managers can ensure that the best person in the right location with appropriate skills and equipment, is allocated the job.

One version of the truth

One system, one version of the truth, updated in real time enables enterprises to streamline business operations and drive efficiency.  The ability for multiple people to work on one cloud-based solution helps to drive efficiency with one-time data entry. Managers/supervisors/workers can capture job/work allocation information, using smartphones. Field updates are reflected instantly for all to see allowing users in multiple locations to collaborate.

The real time nature of cloud solutions means that (restricted) access can be given to subcontractors or even third parties, when working in collaboration.

Operational benefits

The case for a platform approach delivered via the Cloud is compelling in terms of ROI on the systems in a replacement/technology refresh situation, however, the operational benefits from such systems are also highly attractive:

Workforce Efficiency – routes are optimised, staff are allocated jobs based on equipment, skills, location, and any other criteria required

Fleet management – vehicles are maintained, service requirements monitor, mileage accounted for, including out of hours usage

Fuel savings - Analysis of information from accounts/fuel receipts, mileage, routes taken, ensures best value

Driver behaviour – in-vehicle telemetry alerts to poor driving behaviour such as harsh breaking/acceleration, sharp cornering, driving without seatbelt etc, enabling training to be given to ensure safety is maintained

Better customer service – knowing the location of staff and resources means information can be given to customers on estimated time of delivery/arrival, helping to improve customer relations

For more information about how your organisation could benefit from a Location Platform approach please visit: www.telogis.co.uk

One of the biggest success stories to come from the London Mayor's office was the introduction of Barclay's London Cycle Hire  (locally known as Boris Bike's after London's affable Mayor Boris Johnson who introduced the scheme) an ambitious project which has brought easy access bicycle hire and the environmental and health benefits of such a scheme to the busy streets of central London.

Of course the task of managing such a project and the mobile workforce that keep it operating, is a major undertaking, one which fall to international service company Serco. In this case study we look at how the worked with Leadent Solutions to establish an automated work scheduling system to make the project work.

Background:

Barclays London Cycle Hire (LCH) – run by international service company Serco – is a public bicycle sharing scheme that was launched in London and is now in its third year. The scheme's bicycles operate throughout 17 square miles in the city across a coverage area which approximately matches Zone 1 of the London Underground.

Since its introduction, the scheme has grown in scale from 5,700 to 9,000 bikes and from 315 to 570 docking stations, with over 20 million journeys made to date.

Users can pick up and drop off bikes at any of the docking stations, therefore ensuring there is an adequate supply of not only bikes, but also empty racks for returning customers, is vital to the success of the scheme. Therefore during high load hours, the bikes are moved from the busiest stations to the emptiest by vehicle by a dedicated mobile workforce.

The Challenge:

Maintaining the network requires a dedicated team to keep the bikes and the docking stations they are hired from in good repair, and to ensure that the supply of bikes is regulated to meet customer demand and KPIs agreed with Transport for London (TfL) in a 24 x 7 x 365 period. In meeting these KPIs, LCH ensures good service for customers, making hiring, using and returning bikes as easy as possible.

In anticipation of an extension of the cycle hire scheme into East London, almost doubling the number of bikes and docking stations, LCH needed a way of helping to optimise and dispatch field operatives to make sure that the supply of bikes to the right locations was accurately managed. It also needed to achieve this with the same size dispatch team, despite the extension of the scheme meaning that the number of docking stations was to be increased to 570 and the number of bikes to 9,000.

It was the significant increase in the scale of the project that meant a new and more efficient approach was needed, but crucially, without the need for large numbers of additional field staff being added to the mobile workforce.

Previous work practices involved significant ‘phone time’ – this essentially displayed the state of the docking stations on a big screen, from which control room staff used the visual overview to raise jobs by the expedient of calling the on-street team to tell them what needed doing. Once a job had been communicated, there was no feedback, status update etc., other than the change to the main display – and changes could have just as easily been driven by a large group of tourists arriving at a docking station as by the redistribution driver.

To compound the challenge, managing the bike supply requires dispatchers to manage a constantly changing work list where jobs are frequently raised, re-prioritised, and withdrawn as customers hire and return bikes, and to be able to do this in a consistent manner. One of the KPIs which Serco must meet is to make sure that docking stations have spare spaces for bikes to be returned, but also bikes available for hire, with points accumulated as the clock ticks when stations are full or empty, and a financial penalty resulting if the agreed timeframe is exceeded.

The scheduling system must be intricate enough to account for a sudden change in the status of a docking station. For example, a full docking station will cause a job to be created to remove some of the bikes, allowing for returns. However, a group of tourists could empty rack before the operatives arrive, changing the job from removing to delivering bikes, which need to be sourced from another location. This ebb and flow of bicycle hiring demands a near real-time automated system to ensure that the system runs smoothly.

In addition, maintenance work, although more predictable, still required the implementation of automated processes to arrange collection of bikes for workshop repair.

LCH had also identified the need to capture the level of use bikes were receiving as maintenance work was carried out, and to record histories of work carried out on the bikes and the docking stations, requirements that were, at best, only partially supported by the existing solution.

The Solution:

LCH chose mobile workforce optimisation specialist Leadent Solutions to design and implement a better way of supporting these requirements. Leadent Solutions is a company which specialises in workforce optimisation, applying its expertise to clients such as Thames Water, British Gas and Vodafone to help manage their workforces more effectively and thereby provide improved customer service to customers.

Leadent in turn then utilised ClickSoftware to deliver the core schedule automation and controls together with a mobile technology application to process work.

The solution centres on an integrated data feed from each of the 14,000 docking points which updates every three minutes. This live data is fed automatically into ClickSchedule software which compares the data to defined agreed targets. When it finds a docking station that has passed its limits for hiring or returning availability, a job is created in near real-time, based on priority, skills and geography. Jobs are withdrawn if the station naturally falls back within tolerance and the system also prioritises jobs according to pre-defined rules.

The system uses a dynamic prioritisation engine, which considers a station’s grading, the time it has been in breach of availability targets and other factors, to ensure urgent work is prioritised over less critical or a routine maintenance task.

With all of these actions being automated and the on-street operatives being updated by bespoke mobile devices, there is no need for the frequent phone calls which the control centre team previously had to make to field operatives to give instructions and receive updates. This mitigates the risk of missing stations which the manual system allowed for, threatening KPI compliance.

The mobile solution also allows operatives to record task activity and report inventory consumed, thereby building a history of asset maintenance.

Leadent Solutions has been involved from the early design stages; and has been supporting LCH in rolling out the solution during 2012, ensuring the implementation runs smoothly.

Results:

Using Leadent Solutions’ rapid deployment methodology, and working collaboratively with LCH, the new solution has:

• Provided near real-time visibility of the state of the LCH network at any point in time, allowing managers to get a clear overview of what the status quo is for current work and work in progress and enabling easier management of field operatives
• Provided near real-time task creation, prioritisation and dispatch to help LCH proactively manage KPIs agreed with TfL
• Provided a clearer picture of which bikes and locations are being used the most, providing customers with the best possible service and availability.
• Provided the systems to deliver streamlined, automated business operations through automated scheduling and mobile solutions
• Provided a more efficient way to manage employee breaks and to standardise working practices through automated processes
• Demonstrated the value of automated scheduling in delivering more efficient use of resources, better management of work, and, in turn, improved responses on KPIs

In business terms, this has contributed to:

• A 40% expansion of the Barclays Cycle Hire Scheme with minimal additional control centre staff costs
• Helping Serco achieve agreed KPIs
• Near elimination of voice interchanges between field and control, saving both time and money
• Delivering a marked improvement in resource utilisation and field engineer productivity through efficient and effective scheduling, dispatch and reporting of work
• Improving the quality of operational performance data, by being able to capture real world actual performance at a higher level of detail than previously possible
• Allowing a sustained improvement in operational performance and efficiency, allowing the Scheme to grow, but managed by the same control team that had previously managed a much smaller operation.

The cycle hire operation now delivers:

• • Circa 180,000 registered members
  • 570 docking stations & 14,000 docking points
  • Circa 9000 cycles available for hire
  • Maintaining 250 bikes every day  and on street triage of 400 bikes a day
  • Up to 27 vehicles move on average 4,000 bikes per day
  • Over 23 million hires to date