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The next Service Community event will be held at Oracle's Reading Offices on the 24th May 2017.

To register please email info@service-community.uk and their team will register you and send out logistics details nearer the date.

As usual this will be a very informal discussion focused programme aimed to allow you to share ideas over a range of service topics.  And a date for your diary! Our autumn event will be held on the 3rd October at a venue to be determined.

The Service Community is run by service professionals for service professionals, there are no commercial sponsors and literally if you are working in a professional capacity in the service sector then this is your community -  so if you would like to host a future event or want to suggest some discussion topics, then also contact the team on the above email.

The Agenda for the 24th May event is as follows:

•  12.00 - 13.00: Meet at Oracle Reading Offices for light buffet lunch
• 13.00 Welcome and Introduction - Steve Elsham: Oracle
• 13.15 Shift to the Left: Mark King  Service Director UK & Ireland, Pitney Bowes - Mark will share his experiences of how when faced with falling margins, through incorporating a self service model he has been able to increase profitability without reducing customer loyalty
• 14.00 Outsourcing service to 3rd parties - Dave Gibson  Veteran  Service Director with SUN / Oracle - Dave will share the challenge he faced first at SUN Microsystems and then later at Oracle, in outsourcing Customer Support to 3rd party service providers, while still maintaining excellent service on mission critical activities
• 14.45 Coffee & Networking break
• 15.15  Cloud Adoption in Field Service Management Solutions: Kris Oldland  Editor Field Service News - Kris will be reviewing the adoption of Cloud technology by both Suppliers and Clients of Field Service management Solutions, based on a 3 year research programme he recently concluded
• 16.00 Leading Change in After-Sales Support: Ian Cockett Ex Service Director Bosch UK & Cygnet-Texkimp - Shifting from a capital equipment focused business, to one that leads with service support and customer outcomes. The challenges faced and the approaches taken in achieving change.
• 16.45  Open forum & discussion based on the day
• 17.00 Close

We hope to see you there and please spread the word to any of your colleagues who may also find this event of interest - as a non-profit organisation word-of-mouth is incredibly powerful friend for us!

 

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The UK not-for-profit group The Service Community, run by service professionals with the simple aim of sharing knowledge within the community,  continues to go from strength to strength. Their latest conference held at Aston Business School, discussed Big Data.  Community member Chris Farnarth of Allocate Software reports on the day's presentations.

The Service Community’s Aston University Special Event focused on “Big Data” attracted over thirty guests to participate in a lively forum of discussion with a range of academic and practitioner based perspectives. The host for this Big Data themed event was Aston University, enerously made available to us by Community favourite Professor Tim Baines and Jill Forrest.

The Community continues to thrive with over 140 registered members and each event drives more involvement and new participation. Four key note presentations were delivered offering insight into the ubiquitous subject matter of Big Data.

Aston Business School’s Dr Andreas Schroeder opened with a truly engaging and interactive keynote presentation that reviewed the role that data plays in developing basic, intermediate and advanced services, in particular the technical, organisational and strategic considerations a company should consider.

In the second keynote presentation, Andrew Harrison explained that big data is a cost to Rolls Royce and is only turned to value through knowledge by contributing to three areas of their business:[ordered_list style="decimal"]

1. Creating value potential in the design of a product
2. Maximising value in the use of product
3. Refreshing value a product’s life and recovering value its end of life

The audience by this stage were truly engaged, challenging perspectives and generating a liely interaction.

 

Andy Reid energised us further with another perspective of Big Data and how Pitney Bowes has used it with great effect.

Andy set the scene explaining the “4 V’s” of Big Data; Volume, Velocity, Variety and Veracity and went on to demonstrate how Pitney Bowes is developing infrastructure to make its own operations more efficient through its use of data, as well as offering location services that can help the company monetize their big data.

Our final key note was presented by Mark Noble of Inca Digital who told his story of how using the data already generated by their high tech digital printers, they were able to dramatically improve the productivity of their Service organisation.

The key lesson being it’s not the quantity of data that is important, but knowing what to do with it!

For example he showed how by combining 3 key indicators of machine performance, his team were able to prioritise service actions on the worst performing machines.

Thus saving money and improving customer satisfaction.

Once again, The Service Community delivered on its objectives. The content of the meetings is the life-blood of The Community, followed closely by the generosity of participants to offer facilities and key skills such as PR, marketing promotion or other services that will keep The Service Community alive.

To this point, the next event is proposed for March 2016 – date and location to be confirmed.

 

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Running across the 16^th, 17^th and 18^th of June the Service Management Expo remains one of Europe’s key field service events and Field Service News is pleased to be hosting the free educational sessions in the Field Service Solutions theatre once again this year.

So as we continue our series looking at what you can expect at this years Service Management Expo we turn to Day Two the 17^th of June where as well as an excellent calendar of events there will also be our daily networking session where you can continue the debates fostered by our mix of presentations, interviews and panel discussions over a beer or glass of wine amongst your peers.

Once again our day begins with an opening session from our theatre co-sponsors IFS and Field Service Management who open the proceedings with a presentation at 11:30am.

Following on from this session we turn to our first live interview of the day. Kris Oldland, Editor of Field Service News will be back in the hot seat as our question master and moderator for the day as he interviews Pitney Bowes, European Director of Customer Care, Andy Beer.

The session entitled “Service management 2.0 implementing a service management system across Europe” will have a focus on how the franking and posting giant’s recent pan-european implementation of a field service manager we will be looking at the pain points Beer and his colleagues went through when going through such a significant transformation to their field service operations, what they identified as key components of the new system and what benefits they have felt since making the transition.

We return to the presentation format once more as we welcome Sergio Barata of Telogis to the podium to give his 1.45pm presentation entitled "If you can connect it you can transform it" during which Barata will give us his expert insight into the fast paced, ever evolving and increasingly exciting world of the connected vehicle.

With vehicles now becoming central hubs for all applications the connected vehicle is no longer just driving transformation, but is now driving disruption. With experts predicting that by 2020 it's predicted over 50 billion things will be connected to the internet Barata’s session promises to give us vital insight into how we can keep in step with the revolution and still meet your customer's own ever increasing needs?

 

Importantly for us field service professionals we will be able to see how we can use connected intelligence to lead and differentiate our own service businesses and still double the ROI from our fleet operations.

Barata is not only has a deep background in fleet automation, but is also an intelligent and eloquent speaker so this promises to be a fantastic session for fleet and field service managers alike.

Following on from Barata’s presentation we return once more to the interview format with Oldland this time speaking to Professor Howard Lightfoot of Cranfield University. As well as being one of the founding thinkers in the area of Advanced Services, Lightfoot is now playing a critical role in the development of the next generation of engineers with the pioneering work he is doing at Cranfield University.

In a session entitled "Training the next generation of system engineers" we'll look at how Lightfoot is uing a mix of the latest technologies including both Augmented and Virtual reality to train tomorrow’s workforce so they are ready to deal with the explosion of technological evolution we are currently facing including IoT, Big Data and 3D Printing Lightfoot is in a unique place to give his insight into what makes the so-called millennial generation tick. What motivates them, what are their weaknesses, what are the skills they have that the ageing ‘boomer generation they are replacing lack? And most importantly how suited are they to the field service industries?

 

Lightfoot also returns for the final session of the day with Oldland moving form questioner to moderator as with hold the second panel session of the event. This panel discussion which also sees the return of Barata and Beer tackles the ‘Changing face of Field Service’. 

The aim of this panel discussion will be to asses just how big the threat of an ageing workforce really is for field service companies and is there really such a big difference between the outgoing and incoming generations of field workers? What are the common traits of the next generation of workers – both the good and the bad, not only from Lightfoot’s academic point of view but also from the real world perspective of Beer as a Senior Service Director? And finally how big a role will technology play not only in attracting the best of the next generation, but also in shaping the very format of the field engineer of tomorrow.

 

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Register for Service Management Expo by clicking this link 

 

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Upgrading a service management system can be a challenge, but unifying and upgrading multiple systems across a continent? Here’s how Pitney Bowes approached the task…

Service management software has evolved and the benefits of moving to a modern next generation system are well documented. But what are the considerations that need to be factored in when changing systems? And what about companies that have evolved multiple systems across various regions?

One company who recently went through this process was Global Franking Machine giant Pitney Bowes as they sought to both standardise and upgrade their systems across the whole of Europe.

"We started with different service systems across Europe that had become built up across the years which that didn’t talk to each other” Andy Beer, Director of Service & Postal Market Development explained at a recent Service Community event.

Of course this is an issue for any organisation that operates across multiple divisions, with differing centres of operations. And whilst it may not be impossible, it certainly makes it harder to identify company wide trends, swiftly enough to act on them with any great effect.

“We had six or seven different systems that we had built up across Europe and in fact in the Nordics we were still using a paper based model similar to when I started with Pitney Bowes in the 80’s” continued Beer before describing the Nordic system “whereby our engineers would come into the office in the morning, go to a big rolodex and pull out their cards for the day, come back and write it all up.”

With such disparity it was clear for Pitney Bowes the direction they needed to take.

“Our number one goal was to give us one platform across Europe so we could then report on our key performance metrics, whatever that may be and do it on an international level.” Beer explained

“We looked at our existing systems and to upgrade us from the platform we were on and to add in other companies we needed, would have required and investment in a little over a million dollars, so it wasn’t a decision that we were going to take lightly.  We weren’t going to just say give us the upgrade, give us version 2. We wanted something more for that.”

Quite rightly so as at level of cost whilst the right solution could lead to significant added insight into the operation of the company and ultimately large potential savings, get it wrong and it would be a costly mistake. As it turned out even this level of investment would have failed to deliver the requirements that Pitney Bowes had identified as key to their needs.

As Beer explained further “even with that investment we still wouldn’t have a web front end, which we were looking for, and we would still be beholden on either the suppliers of that system or our own internal IT department to help us write reports.”

“We felt we were looking in our rear view mirror an awful lot and it wasn’t just what was immediately behind us that we were looking for, it was sometimes looking months behind us before we could actually start to get reasonable reporting, so we definitely needed to change”

With field service experts from all quarters exalting the importance of data this was another area that Pitney Bowes were acutely aware that their current system wasn’t empowering them as much as it should be.

“Data is important but when you have tons of it and you can’t sift through it, when you can’t find an easy way to get meaning from the data, then you’re just hamstrung by it.” Beer outlined before adding further

“When I say about looking in the rear view mirror, visibility of particular production or productivity metrics were very low and it was then very difficult to manage either individual engineers, based on their metrics, or build that up into a team of engineers, or into a country, let alone build that up across a European view.”

“The pain we went through to change reports, even just to tweak things slightly” Beer recalls before pausing a moment with a wry smile.  “ When your running the operation, you want to be able to see everything at a whim, you don’t want to have to be beholden to an IT group or a vendor to be able to give you something you think you might need. “

This is perhaps the fundamental difference between, the last generation of service management software and current systems. In this data driven age non-technical people are used to accessing highly customised reports with ease, and often depend on this ability to do their job.

As Beer points out “The thing is, as operational people we think we need to see an awful lot of stuff but then may stop and look at it and think ‘Do I really need that after all?’ but we need to see it first to make that call.”

Other considerations that were key for Pitney Bowes were that their new solution had to be able to integrate with Salesforce, as this was their chosen CRM and also that it to be Cloud based.

Outlining their thought process Beer added “Our existing systems wasn’t cloud based and we absolutely knew that our prime need was to move to the cloud, we didn’t want to have the hassle of owning the system, we wanted instant upgrades where available and instant fixes where available. “

“Essentially we wanted to future proof our investment.”

With the plethora of service management solutions on the market selecting finding a solution to meet their needs was always going to be possible, although dependent on a robust evaluation process. However, selecting a solution to meet these needs was one thing, implementing a solution across such a complex mix of territories another.

The approach required needed to involve all of the key stakeholders.

“We knew we were beholden to IT in our previous systems, we didn’t want to be in that position now but we also knew that they couldn’t not be involved.” Beer explains

“So we had two phases of the project, the first one was business and operations led. We picked a team of people from across Europe that came together and then spent five or six months getting really deep into what we had and what we thought we needed moving forward, and putting together a plan to get to from one to the other. Once we had that we engaged with IT”

“We wanted to the establish how we could integrate what we had into other systems, interfacing with the vendor and outlining what we saw as our business and operational requirements and then asked how readily available those were.

“We took this approach knowing that the more you fiddle around the edges of what your vendor can offer you the harder it comes to manage going forward”

Beer further expands on the practical and pragmatic approach by adding

“Nirvana is to take something off the shelf in PC World, type your code in and bang the following morning you’ve got a system, real life is not quite as beautiful as that, we know that, but the more you can avoid trying to tweak the edges of a vendors system and what it does to try and make it fit with your processes the better.”

It is through taking such a measured approach of understanding not only needs and goals but also limitations, and building the flexibility to overcome any limitations through adapting processes, that Pitney Bowes have been achieve the massive challenge of unifying disparate systems across a continent, and it is an approach worth considering for any company considering upgrading their existing system.

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