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We recently gave Janam’s XT100 handheld computer a full Hands-On review and now we turn our attention to its sibling the XM75 which shares mostly the same specifications but comes in a different form factor...

In March earlier this year, Janam announced two new handheld computers to their range - the XT100 and the XM75. Inside the guts of both devices are almost identical but there are some slight differences and of course, the XM75 occupies a different form factor, more geared towards data input with a 24 key numeric keypad and also a purpose-built trigger handle available as well.

Having given the XT100 a rigorous hands-on review when it launched we thought we should also get it’s sibling into our offices to compare the two and to see which workflows each device would be more suited to.

What the manufacturers say:

Pocketable, Powerful Tough.

Janam’s XM75 rugged mobile computer makes it easy to capture business-critical information accurately and efficiently. As one of the only devices specially designed for input-intensive applications, the XM75’s compact form factor combined with larger keypad design delivers the ideal solution for organizations that want an easy-to-use keypad and large touchscreen in the same device.

The XM75 is sealed to IP67 standard against dust and immersion in up to 3 feet of water. It can withstand multiple 5’/1.5m drops to concrete per MIL-STD 810G across a wide temperature range...

Pocketable and powerful, the XM75 supports the enterprise-ready Android operating system with Google Mobile Services and meets all the requirements of the most demanding environments, including transportation, logistics, route accounting, direct store delivery and field service.

Weighing only 10.5 ounces, the XM75 is one of the lightest yet most rugged devices in its class and is packed with advanced features to boost productivity, streamline operations and improve the customer experience. Offering 4G LTE, Wi-Fi, GPS and Bluetooth, the XM75 provides lightning fast and reliable access to voice and data applications inside the enterprise and out in the field.

The XM75 is sealed to IP67 standard against dust and immersion in up to 3 feet of water. It can withstand multiple 5’/1.5m drops to concrete per MIL-STD 810G across a wide temperature range. A standard 2-year warranty provides customers with both peace of mind and the level of service they require, at no additional cost, with optional Comprehensive Service plans available to those that want to further extend their mobile computing investment.

First impressions:

The XM75 does pretty much what you would expect of it - for those that read our previous review of the XT100 for all intents and purposes, it is an XT100 with a keyboard instead of just the capacitive screen.

This does, of course, make the device’s footprint slightly larger (76.83mm x 166.01mm x 29.27mm for the XM75 vs 70mm x 136mm x 17.4mm) which subsequently, of course, adds additional weight to the device as well and it comes in at a full 3oz heavier than the XT100 making it about 30% heavier.

"The device is far from in heavy even when strapped into the trigger handle (which is itself surprisingly light) and both in and out of the trigger we found the device to be ergonomic and comfortable..."

That said the device is far from in heavy even when strapped into the trigger handle (which is itself surprisingly light) and both in and out of the trigger we found the device to be ergonomic and comfortable.

All in all the XM75 feels very much as it is intended to, a robust yet relatively lightweight handheld designed with the factory, warehouse or field worker in mind.

But ist there more to the differences between the XM75 and XT100 other than form factor?

Processing power:

In terms of processing power, the two devices are identical with bot the XM75 and the XT100 having a 1.2 GHz Qualcomm Snapdragon™ 410 quad-core. In terms of the market for similar devices as to the Janam offerings, these offer a fairly standard amount of processing power.

They both also come with 2GB RAM and 16GB ROM as standard. Again this sits pretty much in the middle of the pack in terms of similar devices and is definitely suitable for a number of field service applications.

Also, the memory in both devices is expandable via a user accessible Micro SD slot with SD and SDHC support – which can become a very useful option for engineers who need to record a lot of data, or even for those who work in offline environments regularly where locally storing asset maintenance information to aid a first time fix could be of benefit.

Operating system:

The XM75 is currently running Android 6 (Marshmallow) - which is a perfect option for industry, focused devices and as such is also on the XT100.

"The XM75 is currently running Android 6 (Marshmallow) - which is a perfect option for industry, focused devices and as such is also on the XT100..."

Whilst the latest consumer devices are now running Android 8 (Oreo) and some even beginning to see Android 9 (Pie) - in a world of enterprise the need for a robustly road-tested OS is hugely important. Marshmallow is currently the most advanced iteration of the OS that also has the stability required for enterprise-grade computing so a sensible option for both devices.

The Ins & Outs:

As with another of Janam’s handheld computers former flagship device the XT2, Neither the XM75 nor XT100 have a huge array of physical input options – but this can’t really be avoided in a device of such a size.

However, both devices benefit from good ergonomic design of in terms of the placement of hard keys are configurable but whose primary role would be most certainly be engaging the dedicated barcode scan engine (Honeywell N6603 2D Imager) which incidentally was both fast and effective in our tests of the XM75.

Of course, one of the major differences between the two is that the XM75 also has the optional trigger handle which offers yet another hard key and makes the device super easy for any role that requires a high volume of scanning.

The other significant difference between the devices then is also the 24 key numeric keypad which certainly appears to be well made, with the keypad having both a reassuring feel of durability to it as well as offering that important tactile feel that simply cannot be overlooked when a workflow involves inputting short text and numbers frequently within a workflow.

Another nice touch with regards to the keypad is that it is backlit. It is these little details that can make a huge difference if, for example, your field staff are working in a dark location - and it is the mark of a good manufacturer that doesn’t skip these small but important details.

Ruggedity:

When we reviewed the XT100 we pointed out that whilst the XT100 holds its head high with good rugged credentials albeit slightly less so than its sibling the XT2. The XM75 however, has the higher rugged credentials of its elder cousin.

"The XM75 also boasts of a higher IP rating than the XT100 with a rating of IP67 meaning that it is even less susceptible to water ingress than the IP65 rated XT100..."

Whilst the  XT100 is capable of withstanding multiple drops at a respectable 1.2m the XM75 has been tested at the higher drop height of 1.5m and in our testing, it survived such drops without a scratch. In fact, we even tested it in and out of the trigger handle and throughout our entire series of tests it only ever came out of the handle once - a good sign is given that the XM75 will almost invariably be used primarily within the handle.

The XM75 also boasts of a higher IP rating than the XT100 with a rating of IP67 meaning that it is even less susceptible to water ingress than the IP65 rated XT100.

When it comes to operating temperature ranges both the XM75 and the XT100 operate within a range of -20 to 60 degrees centigrade – which means that even in the most inhospitable environments the device should function effectively, and in terms of humidity they are both is non-condensing up to 95%. Finally, the capacitive touchscreen boasts toughened Corning Gorilla Glass 3 to further add to the devices robust credentials.

Battery Life:

In terms of battery life the SM75 again just edges out the XT100 with its 4100mAh rechargeable Li-ion battery compared to the XT100’s 3000mAh 3.8v rechargeable Li-ion battery.

"Both devices should be capable of seeing out most field service engineers working days, especially if the device is placed in an in-vehicle charging cradle in between jobs..."

This is of course, likely to be the result of Janam taking advantage of the slightly larger form factor, but it certainly does make a difference. We found that the XM75 held battery life across an 8 hour day of reasonable to heavy usage considerably better than the XT100. When we reviewed the XT100 and ran it through our tests the battery was finished the day on 14%. The same tests for the XM75 saw the battery level at the end of the day at 27% so this is certainly a factor to be considered if your field workers tend to work longer hours on occasion.

That said, both devices should be capable of seeing out most field service engineers working days, especially if the device is placed in an in-vehicle charging cradle in between jobs.  However, for those engineers who are required to spend long days in one location, a four-slot battery charger is an optional accessory.

Conclusion:

When we reviewed the XT100 a few months back we praised it as a solid mid,-market handheld computer that was particularly elegant and comfortable in hand and was remarkably light for a rugged device.

Similar things could be said for the XM75 although when it comes to roles where there is a large amount of scanning or field completion then the XM75 becomes the choice between the two. Similarly, if your field staff are in slightly more rugged environments, the XM75 just edges its close sibling with slightly better-rugged credentials.

However, both are a solid choice for field service organisations looking to empower their field workers with handheld mobile computers powerful enough for the job, rugged to survive yet with a light footprint.

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Data is one of the key driving forces underpinning the modern day economy, but asset and service data specifically, is absolutely crucial.

Organisations collect, aggregate and analyse plenty of it, but the way in which they do this can either be the catalyst for soaring above competitors, or the iceberg that sinks the ship.

Equally, outcome-based business models, which could be considered the next generation of the modern economy, might be a “make or break” moment in the lifespan of many global organisations. An outcome-based business model is focused on the outcome for the customer rather than a specific product. Customers receive extensive maintenance and support services after they have purchased the product, helping to nurture their relationship with the supplier.

In addition, customers only pay per outcome.

For example, the ability to only pay for a jet engine while it is in the skies, or an MRI scanner that is fully functioning and actually able to carry out a scan on a patient. Essentially, this type of model ensures that the customer always has the right outcome, enabling them to grow their own business while fostering a healthy client-supplier relationship.

Whether organisations can make an effective transition to this relatively new form of business model will likely be intrinsically linked to their ability to successfully collect and use data derived from their assets and will ultimately decide whether or not they stay afloat.

Are Outcome Based Services a key topic for you?!  There is a white paper on this topic available to fieldservicenews.com subscribers. Click the button below to get fully up to date now! 

Summary of Key Findings:

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As we conclude our series of excerpts from the exceptional industry guide 'Mobile Resource Management for Dummies', which has been commissioned by Verizon Connect we bring you ten benefits Mobile Resource Management (MRM) can bring to your business.

Is Mobile Resource Management a key Topic for you?! Dive straight into the full eBook by hitting the button below!    

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If you have missed any of the other excerpts within this series you can catch up on the other topics we've explored which include: Understanding Digital Transformation in a Connected, Mobile World  also Thinking Outside the Silo and Harnessing the Power of Telematics,  Realising the Value of Mobile Resource Management and Avoiding Mobile Resource Management Pitfalls and Driving Employee Engagement with Gamification

However, the eBook contains a wealth of other key chapters offering important insight for any field service professional and we advise downloading the full eBook on either of the links at the top and bottom of the page...

Cloud-based MRM solutions can help your business to achieve numerous benefits: lower fuel costs, improved driver safety, better fleet utilisation, increased worker productivity, proactive maintenance and enhanced customer experience to name a few.

But the benefits to other areas of a company may not be as obvious. A comprehensive MRM solution can deliver benefits to many departments and roles within a company, including increasing return on investment (ROI) and lowering the total cost of ownership (TCO) of mobile assets, improving productivity, increasing business agility and achieving competitive advantage.

By connecting vehicles, mobile assets, people and work, MRM gives the organisation the insight, agility and customer experience to stop lagging behind competitors and lead the market – to not just succeed but thrive.

In this way, MRM can transform the way the organisation does business.

So let's explore a few of the benefits experienced across various areas within the organisation.

#1 Operations:

An MRM solution provides operations managers with the tools they need to be able to plan for the day, week, month and year ahead. It gives complete visibility into everything that’s on-the-go so that teams can help to control running costs, streamline operations, optimise current assets and staff, make the most of the customer experience, and ensure compliance with all safety standards and regulatory mandates. It provides the data to help to plan for the future as companies look to grow and advance.

You need a broad platform approach to help automate manual processes, ensure consistency and efficiency throughout all operations and know that it’s all working. You need to be responsive and agile to customer demands. A negative customer experience damages you, your operation and the company as a whole. Organisations all live and die on the efficiency of the operation, and you need to introduce new services quickly and cost-effectively to meet the fast-changing expectations of customers.

#2 Fleet Management:

MRM programs can keep fleets in the best shape possible by reducing management and maintenance costs, creating proactive maintenance alerts, and opening a direct connection to maintenance providers. An MRM solution can also help to optimise the way the organisation uses its fleet, with planning tools that help to ensure that the right number and type of mobile resources are assigned to the right jobs, people and vehicles.

#3 Information Technology:

Through the use of an MRM solution, IT can access the data it needs to support the optimisation and automation of work and cash flows across the organisation. A cloud-based MRM solution also means fewer systems for IT to maintain, easier integration without the need to create and maintain application programming interfaces (APIs), faster deployment in the cloud, and simpler management of a single platform.

An MRM solution allows the team to enable and secure the collection of operational data from vehicles and drivers, and integrate that data with other applications for complete operations visibility.

#4 Making Safety a Priority:

An MRM solution can help businesses to make safety a priority by monitoring mobile resources such as construction tools, cherry pickers, cranes, and other heavy equipment to ensure that they’re being properly operated and maintained.

An MRM solution can also help management to create safer driving behaviours, such as avoiding speeding and harsh braking, through the use of driver scorecards and coaching tools, monitoring seatbelt usage, and providing accident notifications with airbag deployment alerts, along with in-cab alerts and live reporting. It can also help the team to reduce the possibility of accidents by optimising drivers’ routes and cutting out unnecessary travel. Finally, an MRM solution can help drivers with regulatory compliance.

#5 Risk Management:

With MRM, risk management teams have the ability to ensure regulatory and policy compliance in vehicles and demonstrate a mobile duty of care.

By identifying unsafe driving behaviour, providing insights into accident or damage claims, mitigating fleet liability risks, and protecting against potential fraud, theft and supervisory negligence claims, businesses can reduce risk due to consequential losses.

In other words, MRM software is the eyes and ears to ensure the on-the-go organisation is running as smoothly as possible, and provides peace of mind for business owners and directors, as MRM insights allow for greater control and measurement of key compliance and safety legislation.

#6 Sales and Customer Relations:

An MRM solution helps to give sales and customer relations one of the very best outcomes possible – more on-time service calls, deliveries and appointments, and better customer estimated time of arrival (ETA) visibility. That, in turn, creates long-term fans and brand advocates who’ll come back again and again.

#7 Human Resources:

Human resources can use an enterprise fleet management solution to gain a near real-time connection to all on-the-go employees. Whether it’s visibility, near real-time coaching, training or helping drivers to hit more of their targets by being more efficient, an MRM software solution gives human resources the tools they need to make employees even better.

#8 Tax Recordkeeping:

An MRM solution includes driver apps, simplifying the classification of business and personal journeys. This helps to reduce administration time and produces mileage reporting in an HMRC- ready format. MRM solutions can also control routes, helping to avoid road tolls.

#9 Payroll:

By making aspects like miles and hours driven, hours on site, and time from clock-in to departure easy to measure, and by moving from paper to electronic timesheets, an MRM solution helps payroll to perform more efficiently.

MRM helps you to better manage wage bills by matching the right skill to the right job, rather than sending overqualified staff to easier, low-level jobs. An MRM solution can also help you to manage labour distribution efficiently so that you can assign jobs to less utilised employees earning standard time, rather than employees earning overtime for a given pay period, when possible. And when payroll is more efficient, salaries and payments go out on time – which makes everybody happy.

#10 Finance:

An MRM solution improves cash flow and speeds up billing, by helping the finance department to speed up all payment and processing operations, as well as reduce invoice and settlement disputes. Financial reporting is also faster with easy-to-create and distribute reports that demonstrate savings and productivity throughout the organisation. This is possible because an MRM program can help to automate the entire workflow – moving from paper to digital.

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Commercial fully autonomous vehicles appear to be getting ever closer to a genuine reality as Knorr-Bremse offer a glimpse into their upcoming announcements at the  IAA Commercial Vehicles show being held in Hanover later this month.

Knorr- Bremse, a global market leader for braking systems and a leading supplier of other rail and commercial vehicle systems, will be demonstrating a truck that can master sections of the route on motorways/freeways in fully autonomous mode, including overtaking manoeuvres. In addition, Knorr-Bremse will be showing extremely efficient ways of making such highly automated systems fail-safe.

In the outdoor New Mobility World arena at the fair, Knorr-Bremse will be demonstrating a prototype truck that can drive along motorways/freeways in fully autonomous mode. Traffic conditions permitting, it can also automatically overtake a slower preceding vehicle. In line with the motto “We pave the road to automated driving”, at booth 30 in hall 17, the company will be showcasing product and system solutions that lay the foundations for such highly automated vehicle systems, as well as illustrating how the complex automated functions can be rendered fail-safe in a cost-effective way.

"Knorr-Bremse will be demonstrating a prototype truck that can drive along motorways/freeways in fully autonomous mode..."

According to Dr. Peter Laier, Executive Board Member of Knorr-Bremse AG responsible for the Commercial Vehicle Systems division: “In the next few years we’re going to see a gradual shift from more and more versatile driver assistance systems to automated driving and thus to vehicles that can temporarily take over the driving completely, freeing up the driver to handle other tasks or get some rest.

The key to engineering such systems is a deep-seated understanding of commercial vehicle dynamics, which are far more complex than in the case of cars. The millions of ABS, EBS, ESP, emergency braking and lane departure warning systems that we have in the field bear lasting witness to our expertise in this area and form the basis for us to leverage the potential that exists in driver assistance systems and automated driving.”

Dr Jürgen Steinberger is a Member of the Management Board of Knorr-Bremse Commercial Vehicle Systems where he is responsible for the field of automated driving: “At the IAA we will be demonstrating our sovereign command of all three dimensions of highly automated driving functions – environment recognition, decision-making and actuation. Another decisive aspect is a smart redundancy concept: When the vehicle takes control, everything must be designed in a way that the vehicle cannot run out of control even if an electronic subsystem fails. Simply doubling up the critical components, as was originally demanded, makes no economic sense. At the IAA we will be demonstrating how a modern braking system can even temporarily replace the steering. Our redundancy concept for automated driving illustrates how to combine outstanding performance with cost-effectiveness.”

Redundancy: The real challenge behind automation

For more than a decade, the automotive industry has been developing automated driving functions in a bid to improve both safety and driving comfort. Beginning with driver assistance, these different levels of automation are progressively transferring responsibility from the driver to the vehicle. There is now a broad consensus in the automotive industry on the use of a six-level model to describe the graduated transition to full automation. This model is based on a paper published by the Society of Automotive Engineers International (SAEI) in late 2016. This document defines the role of the human driver at each of the six levels of automation and aims to provide both lawmakers and the automotive industry with a clear and unambiguous framework for defining regulatory provisions and technical specifications.

"The technology underpinning the six-level model of driving automation spans three different dimensions – vehicle stability, manoeuvre planning and navigation/connectivity..."

The technology underpinning the six-level model of driving automation spans three different dimensions – vehicle stability, manoeuvre planning and navigation/connectivity. The first of these dimensions comprises actions aimed at improving braking distance and preventing skidding or sliding. These actions are performed by means of ABS (Anti-lock Braking System) and ESP (Electronic Stability Program) functions which also form the basis for the next dimension – “manoeuvre planning”. Here environment sensors such as radar, video and laser-based systems are used in combination with active steering intervention to support automated vehicle control. The third dimension – navigation/connectivity – delivers the necessary extended environmental information and supports vehicle-to-vehicle and vehicle-to-infrastructure interaction over a wide geographic range.

As driving becomes automated, the question arises for manufacturers how they can ensure fail-safe operation in a cost-effective and reliable way. At the fair, Knorr-Bremse will show that, with the necessary vehicle-related know-how, failure of the active steering system can be compensated for without installing a redundant set of the relevant components.

Highly automated driving functions generally predicate the ability to constantly monitor the operational readiness of the various subsystems in the vehicle. Only when the entire system – including its redundancy structure – works as intended can the driver take care of other duties while the vehicle is in motion.

You can find out more in person by visiting  Knorr-Bremse at the IAA Commercial Vehicles show in Hanover from September 20-27, on booth A30 in hall 17 and in outdoor area D107. At the Automechanika fair in Frankfurt am Main from September 11-15, Knorr-Bremse will be on booth 91 and booth 98 in hall 3.0.

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Scheduling software has long been a foundational technology for field service companies allowing them to meet customer demands. Michael Blumberg lifts the lid on all of the key aspects of this crucial tool...

If you have spent any time in Field Service, you probably understand the importance of managing service delivery functions against key performance indicators (KPIs). Among the most critical KPIs in the Field Service Leaders track are First Time Fix (FTF), Service Level Agreement (SLA) Compliance or Onsite Response Time (ORT), and Mean Time to Repair (MTTR). These KPIs measure the effectiveness of a Field Service Organization (FSOs) in delivering quality service in a timely manner.

The inability to meet KPI targets may result in exponential costs, customer attrition and loss of revenue; whereas the ability to exceed customer expectations can result in customer appreciation followed by an increase in profit margins and sales. To effectively schedule/dispatch the right technician to arrive on time with the right parts and skillset plays a significant role in meeting these outcomes. This is definitely not a small feat for your typical FSO.

"Scheduling and dispatching Field Service Engineers (FSE) poses a challenge for most FSOs, particularly those with more than 5 FSEs. The reason behind this is there are many variables and factors involved..."

Scheduling and dispatching Field Service Engineers (FSE) poses a challenge for most FSOs, particularly those with more than 5 FSEs. The reason behind this is there are many variables and factors involved.

An FSO with only one or two FSEs and a few customers may not perceive scheduling to be a major challenge. The volume of service requests may be relatively low while the options of who, when and where to send them may be rather limited. Scheduling becomes more of a challenge as the volume of service requests (i.e., customers) and the number of FSEs increases.

Adding to this complexity are the business objectives and/or constraints an FSO must optimize to meet its scheduling requirements.

With additional constraints or objectives, the more difficult it becomes to produce a solid schedule. For example, if the objective is to only meet a response time commitment to the customer, then the decision is easy - assign the FSE who can arrive in a timely manner at the customer’s site.

If FTF, MTTR, and/or SLA Compliance targets are also part of the equation, it becomes even more difficult to produce that solid schedule. Adding a profit margin objective, high call volumes, multiple geographies, and a sizable pool of FSEs, the decision becomes even more overwhelming.

"The reason why scheduling is so excruciating of a task is that there are numerous factors that an FSO would need to create and evaluate to determine the optimal assignment for each FSE..."

The reason why scheduling is so excruciating of a task is that there are numerous factors that an FSO would need to create and evaluate to determine the optimal assignment for each FSE.

This is a time-consuming activity that requires an extensive amount of computational power to achieve. Many companies have suffered from a loss of time and resources in dealing with confusion and potential human error. The solution is Dynamic Scheduling Software.

Dynamic Scheduling Software provides FSOs with the feature-rich functionality that streamlines, automates, and optimizes scheduling decisions.

This technology ensures the FSO sends the assigned technician to the right job having the proper skill set and arriving on time. These applications typically leverage a scheduling engine that optimizes FSE job assignment. Scheduling engines vary in their complexity ranging from those based on business rules to Linear Programming (i.e. goodness of fit) techniques, Operations Research Algorithms (e.g., Quantum Annealing, Genetic Algorithms, etc.), or Artificial Intelligence (AI)/Self-Learning applications.

The complexity of the scheduling problem, number and types of resources involved, duration of tasks, and objectives to be optimized play a role in determining which scheduling engine is most functional.

Critical factors to consider may include whether the scheduling engine can handle:

1. multi-day projects or short duration field service visits,
2. people and assets (e.g., tools, parts, trucks, equipment) or solely people,
3. the number and types of KPIs that are part of the objective, and
4. route planning requirements.

In evaluating Dynamic Scheduling Software, FSOs are also advised to consider the following criteria:

• Cloud versus On-Premise Deployment Options
• Speed and Ease of Implementation
• Integration with Back-office Systems
• Availability of Real-time Visibility by the Customer
• FSO Requirements for Best of Breed or Integrated Enterprise Solution
• Total Cost of Ownership
• Return on Investment
• Vendor Industry Knowledge and Experience

There are over a dozen software vendors who offer some form of dynamic scheduling functionality for field service.

Obviously, no two Dynamic Scheduling applications are alike. Each one has their points of differentiation. The best solution is a function of the level of importance the FSO places on each criterion and how each vendor meets these criteria.

Regardless of which vendor is selected, the benefits of Dynamic Scheduling are clear.

In fact, industry benchmarks show that companies who implement these types of solutions can achieve a 20% to 25% improvement in operating efficiency, field service productivity, and utilization. The impact on bottom line profitability and customer satisfaction is substantial. To enable FSOs to provide customers with an Uber-like experience and significant profitability, FSOs should consider deploying Dynamic Scheduling Software as part of their service delivery infrastructure.

Michael Blumberg, is President of the Blumberg Advisory Group 

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We are undoubtedly entering a new era of technology, automation and innovation, but in a world of rapid industrial evolution how will regulations also adapt? 

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"Everything is true… everything anybody has ever thought." Philip K. Dick – Do Androids Dream of Electric Sheep

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It is impossible to escape from the fact that technology, and increasingly artificial intelligence (AI), has transformed everyday life.

It all started with how we play our music, but Apple's Siri and Amazon's Alexa (along with other similar "virtual assistants") now have a daily interface with many of us. We are also, increasingly, now daily users of the Internet of Things (IoT) – connecting up smart fridges, boilers and alarm systems, each controllable from a smartphone. The "everyday" form of AI is almost unavoidable in the modern home, but, while not necessarily as obvious to you and me, there is also an ongoing, yet unseen growth in AI in the manufacturing sector.  What is still lacking, however, is concrete regulation in place for the use and development of AI in the industry.

This article looks at where AI regulation might be implemented and, specifically, what impact both AI has, and its regulation would have, on the manufacturing industry and what role the UK might have in this ever-changing sector.

What is "Industry 4.0" and how is AI related?

The term "Industry 4.0" is not a new one.  It relates back to discussions in 2012 of a forthcoming "Fourth Industrial Revolution", the idea being that the current trend of automation would increase, with technology enabling "smart factories". These factories take existing automated assembly line structures and include a cyber element, allowing for the underlying manufacturing machinery to communicate with one another and with the wider factory system as a whole via an IoT setup – increasing efficiency.

Machines with autonomy

The whole process is, and would still be, overseen by a human element, who the machines can also communicate with.  But one of the main goals of Industry 4.0 is to have the machines operating in a decentralised way and with as much autonomy as possible save only where exceptions, interferences or conflicting goals require additional input.

How is AI being used currently?

"So far, so sci-fi" you might think, but Industry 4.0 is alive across our manufacturing industry and there are already plenty of examples of manufacturers using this kind of technology across the sector.  Developments are being pioneered by high-end technology companies such as Tesla, Intel and Microsoft on an international scale, some through mere investment or others through actual manufacturing and application.

AI efficiencies and cost savings

Siemens has been using neural networks for a number of years in monitoring the efficiencies of their steel plants.  Siemens is now using this prior experience to make waves in the manufacturing AI sector, using AI to monitor variables (e.g. temperature) on their gas turbines which then adjusts the operation of the machine for increased efficiency and without unwanted by-products.

Others use system masters to spot potential problems and possible solutions, often before a human operator would notice such issues.  The use of this technology has resulted in positive improvements across their smart factories, reducing maintenance costs, as AI can now detect wear on machinery long before it becomes unmanageable.

The UK's role in AI and plans for regulation

In the UK, The Manufacturer's Annual Manufacturing Report 2018 conducted a survey on the possibility of a more widespread use of "smart factories" - 92% of senior manufacturing executives believe that digital technologies (including AI) will enable them to increase productivity levels.  Yet, the UK is generally seen as "lagging behind" many other developed countries when it comes to implementing AI in the manufacturing sector.  Is this an example of the UK "traditional mindset"?  With estimates on global turnover of the "smart manufacturing" market soaring to a projected $320bn by 2020 – let's hope not!

Sector-led regulation

Despite technology advancing at a rapid pace, regulation of AI is yet to emerge.  Whilst some commentators have theorised a Skynet-style AI uprising if the sector remains as unregulated as it is today, the UK government has provided a more pragmatic voice. According to the House of Lords Select Committee's report on AI[1], the UK "is in a strong position to be a world leader in the development of artificial intelligence" and with this comes some required element of regulation.

The report "AI in the UK: Ready, Willing and Able?" makes several recommendations as to how the law may need to be updated to account for these new technologies, but also states that "blanket AI-specific regulation, at this stage, would be inappropriate". The Lords instead believe that a sector-specific approach should be taken, with three new governmental organisations (the Centre for Data Ethics and Innovation (CDEI), the AI Council and the Government Office for AI) each taking a lead role in developing regulatory policy going forwards.

Manufacturing sector

For the manufacturing sector, this is expected to cover a number of areas. A key area of focus is likely to be the availability of data access.  AI systems are notoriously expensive and this could clearly impact on the revenues of SMEs struggling to compete financially with international corporations if they were to be further bolstered by AI. A possible solution suggested by the Lords is to implement an "Open Banking" style model where some data can be made public in order to make the sector, as a whole, more competitive.

Safety concerns

Terminator references aside, safety is also one of the primary concerns in this new technology. The current law is a long way from Asimov's "Three Laws of Robotics" and currently fails to address liability issues if, for example, a worker was to be injured by a machine malfunction. As with all policy issues at the moment, the spectre of Brexit looms large and is specifically referred to in the Lords' report as an area of concern since many of the UK's AI initiatives are run jointly with EU counterparts.

Impact on workforce

Finally, aside from direct regulation, businesses across the sector must prepare themselves for potential changes in personnel. Much has been made of how AI will "cost jobs" but the reality is that work in this field is expected to create as many as are lost. It will be more a matter of retraining current staff to deal with the new equipment, and each business will have to assess how much of an impact this will have on their own operation.

AI promotion of innovation and growth

The use of AI in manufacturing will inevitably increase over the short-to-medium term before becoming the "norm" and with an encouraging approach taken by the Lords, aligned with UK Government – who are committed to regulation "that promotes innovation and the growth of new sectors while protecting citizens and the environment", it is likely that we can expect domestic investment in AI as well as the inevitable international investment.

Sustainable regulation required

As with all rapidly growing technologies, the focus should be on sustainable regulation (such as the recent developments in UK law on the use of drones).  However, while the regulatory forecast is still uncertain, what is becoming clear is a real sense of opportunity.

AI - an opportunity for all

With the possibility of the UK being front-and-centre of the new age for manufacturing, there is huge potential for our manufacturing and technology clients:

• those that embrace the change and move towards a technology-focused approach away from the traditional "industrial" style will surely benefit from the efficiencies that come with that change, and
• for the smaller UK SMEs and start-ups out there – dream big!  With the AI sector in such an early stage of development and with many larger corporations lacking the technological know-how (for the time being) to trail-blaze the industry, UK start-ups, with the technological background, have the opportunity to partner or contract with large industrials and have their say on what the future of the manufacturing sector looks like.

Womble Bond Dickinson takes a sector-based approach in all work that we do for our clients and are particularly strong in both manufacturing and technology.  If you have any comments or queries in relation to this article, AI in general, or questions about how we can help your business grow and embrace this new landscape, please get in touch.

We have seen a seismic shift within the field service sector towards adopting a more proactive approach to service - but is this a mega trend in itself or is it indicative of an even bigger shift in the way we view service delivery?

Want to know more? This article is based around an exclusive fieldservicenews.com webcast which you can access @ http://fs-ne.ws/Y8ny30lsZUR

Within our industry we are currently seeing a seismic shift - that is the move towards predictive maintenance and whilst the traditional modus operandi of field service operations of a break-fix approach will likely still have a place within most service organisations processes for the foreseeable future, predictive maintenance, empowered by the Internet of Things, is becoming a massively prevalent discussion amongst companies in all sectors who are looking to seek enhanced competitive advantages over their peers whilst simultaneously improving their own performance efficiencies.

One company who have such developments on their roadmap is Daikin Applied UK who recently joined Field Service News and Salesforce for an exclusive webcast discussion on how service organisations are harnessing technology to bridge the gap between the mobile workforce and their customer bases.

Indeed, it is a topic that we have covered extensively here at Field Service News, but is this shift to preventative maintenance set to be a megatrend within our industry, as many are predicting, or is it suited to specific industries and certain organisations within those industries?

"Even within sub-sectors within manufacturing, we are seeing companies have different results and taking different approaches..."

“I think it is absolutely going to be a mega-trend,” commented Scott Flatman, Regional Sales Director, Salesforce during the session.

“It is going to be a real competitive differentiator for companies that want to go the extra mile and stay ahead of the competition,” he adds.

“I do think that we may see this in different guises depending on the industry, however. For example, manufacturers at the moment seem to be at the forefront of this shift, but then even within the wider manufacturing industry it would be wrong of us to broad-brush it as a complete mega-trend.”

“Yet even within sub-sectors within manufacturing, we are seeing companies have different results and taking different approaches.”

“For us, this capability of connecting our products to our customers and to our business is really important, but it is not a one size fits all solution,” adds John McCarthy, CRM manager, Daikin Applied UK.

“It is certainly a trend across a lot of the sub-sections of our industry but it won’t suit all of our customers. However, we do need to be offering these types of solutions, for us to continue to be a leader within our sector.”

Of course, it is this ability to tailor a service solution to customer requirements that is a critical part of the discussion not only around predictive maintenance but also service delivery in general in today’s markets, which are becoming increasingly customer-centric. But is there a direct correlation between asset connectivity and increased customer engagements and satisfaction?

"We understand that our technicians and engineers are the front line and the face of our business. So we put a lot of time and effort into ensuring they have the tools and resources that they need..."

“There certainly is,” McCarthy responds when this question is put to him.

“For us, we understand that our technicians and engineers are the front line and the face of our business. So we put a lot of time and effort into ensuring they have the tools and resources that they need as well as also giving our customers the tools and resources they need to get the most out of the services they get from us.”

“Ultimately this technology doesn’t take away from the fact that we have highly skilled factory trained engineers, but it certainly enhances it,” he adds.

“I think it is also changing the expectations of the customers,” comments Flatman.

“The very best service experience is to have no service experience at all. Let’s take the Daikin Applied UK use case as an example. If you have a chiller that is operating outside of its normal thresholds - wouldn’t be great if an engineer was passing on his or her way home wouldn’t it be great if they could drop in and give it a check, make some tweaks or perhaps perform a rest so they can resolve the issue before it arises - as opposed to a company having to wait for it to go down.”

“That can help avoid not just a negative service experience for the contact, but also avoid all of the compound issues that could arise from that one failure.”

“If we can help our customers avoid that happening, who can then help their customers and so on, for me that is going to be the real win for businesses.”

This is perhaps the true mega-trend that preventative maintenance is part of the shift away from a number of businesses operating only alongside each other in a transactional way, to organisations becoming much more integrated partners within a true business ecosystem.

Indeed, this concept is at the heart of what many in the sector are now calling advanced services, which can yield greater profit margins in a much more stable business environment and predictive maintenance is set to become a cornerstone of such approaches to service in the not so distant future.

Want to know more? This article is based around an exclusive fieldservicenews.com webcast which you can access @ http://fs-ne.ws/Y8ny30lsZUR

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Our series of excerpts from the exceptional industry guide 'Mobile Resource Management for Dummies', which has been commissioned by Verizon Connect has so far explored Understanding Digital Transformation in a Connected, Mobile World  also Thinking Outside the Silo and Harnessing the Power of Telematics, and Realising the Value of Mobile Resource Managemen

Now in this latest excerpt, we turn our attention to how field service organisations can avoid Mobile Resource Management pitfalls whilst they drive greater employee engagement.

Is Mobile Resource Management a key Topic for you?! Dive straight into the full eBook by hitting the button below!   

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If you need to catch up with the previous articles in this series you can find part one here, part two here and part three here.

As with any new project or initiative, there are some common pitfalls to avoid when deploying a Mobile Resource Management (MRM) solution. In this excerpt, we shall look at some of these pitfalls and how to address them, as well as how to engage employees in every department throughout your organisation using the concept of gamification to coach and improve worker performance and drive a more satisfied, efficient and safe organisation.

You Can’t ‘Set It and Forget It’

MRM is a business strategy supported by processes and technology and used by teams throughout the organisation.

Although technology is a vital component, many organisations mistakenly focus purely on the technology and neglect to consider how supporting processes will map to the MRM solution, and fail to define or implement a strategy to gain user adoption.

"The goodwill created through co-consultation will quickly evaporate if people don’t understand how to use the software and how it benefits the company, their team members, and themselves..."

Although various teams throughout your organisation may have been consulted during the MRM planning process, don’t expect them to automatically embrace the new system or instinctively know how to use it effectively. The goodwill created through co-consultation will quickly evaporate if people don’t understand how to use the software and how it benefits the company, their team members, and themselves.

The level of personalisation will depend on the workflows and the capabilities of the solution being implemented. User training always needs to be built into any MRM project plan.

As well as covering tuition on software functionality and its benefits, group training is a perfect forum to formulate processes and ensure buy-in collectively from all teams. Tailored training programmes involving the system users or those with a vested interest in delivery – your MRM ‘advocates’ or ‘champions’ – need to be developed.

In this way, the system will be seen as a universal corporate tool and not just one department ‘selling’ it.

A common pitfall (discussed in our article in this series on 'Thinking Outside the Silo') is trying to cobble together your own MRM system by integrating siloed best-of-breed solutions in-house. The ever-changing applications make constant connectivity a difficult, moving target that’s costly to set up and that requires a long-term and expensive commitment, relying on a small team/person with highly specialised knowledge – this can be a very high-risk proposition.

Don’t Just Throw in the Kitchen Sink

As the saying goes: garbage in, garbage out.

Spend time cleaning up your data – especially any data that includes addresses. Have you maintained a consistent style or format for data entry? Doing some data validation to determine whether your data is in the proper format goes a long way towards helping to make your data more usable.

One of the fundamental deployment errors in any new system is simply ‘forklifting’ your data from the old system to the new one. Before you begin the process, separate, segment and streamline your data. Work out which segments are relatively clean and which will need additional cleansing. Think clearly about what you want to put in and what will actually be relevant day to day. What data is going to get users to actually want to use the system? Remove out-of-date activities, as well as organisations and contacts that haven’t been touched recently. Relevancy is a guaranteed way to overcome user resistance.

Don’t just focus on addresses – think about time windows, skill sets, delivery days/dates and other common data.

These will all impact the effectiveness of your MRM solution if they’re not accurate and up-to-date. Have a clear, consolidated, centralised database of all your fleet/asset information to avoid delays and frustration, especially at remote locations.

Taking the necessary steps to fix any issues or errors in advance will significantly improve the MRM data conversion and implementation process.

Establish Your Mission

While your drivers, technicians or crews may be a subset of a larger business, there’s no reason why that subset shouldn’t have its own mission that aligns and supports the overall corporate mission.

"While your drivers, technicians or crews may be a subset of a larger business, there’s no reason why that subset shouldn’t have its own mission that aligns and supports the overall corporate mission..."

 

Once the mission is established, it’s time to break it down to individual objectives that support the mission. For example, the mission may be to operate the safest fleet in your region, so the objectives may include reducing speeding incidents, Hours of Service (HOS) violations or vehicle idle time.

Create measurable key performance indicators (KPIs) from the established objectives and keep them as specific as possible. No matter what your objectives are – increasing productivity, decreasing fuel costs, improving the safety of your crews or increasing asset utilisation – the secret to achieving them is keeping them Specific, Measurable, Achievable, Realistic and Time-bound (SMART). You then need to connect your entire organisation to the established goals.

Align Your Objectives

Review your objectives to ensure that they align with business operations. For example, if your company puts working as fast as possible first and safety second, then setting an objective to reduce speeding won’t align. Get your company influencers (normally managers or supervisors) involved to review and align to the objectives.

Your managers need to be on board with the new objectives because they play an important role in influencing others, and ultimately help to achieve a successful outcome. After reviewing and refining your objectives, and aligning them with your organisation, you’re ready for deployment.

Plan Your Rollout Across the Organisation

If you’re rolling out at multiple locations, draw up a coordinated plan.

Ensure that all parties are on the same page and engaged across the entire organisation – not just in the main office, but at all remote sites. Everyone needs to be aware of the deployment plan and the local champion/team must have everything prepared for deployment at their site on the agreed day/time.

Clear and concise internal communications are critical to ensure a smooth rollout.

Scope the deployment properly first: don’t move the goal posts during implementation. This is very difficult to do, as local variance and conditions means that tweaks are needed but they can cause delay.

What Is Gamification

Gamification is the use of game mechanics in a typically non-game-oriented context.

Gamification is used by software companies to build business applications that increase engagement and participation while accelerating learning. It leverages the human instinct to compete with ourselves or others, with the objective of encouraging teams to achieve company-wide goals.

For example, you can deliver greater safety and compliance by giving near real-time data to drivers so that they can track – and eventually improve – their own performance, or improve productivity by empowering field workers to track near real-time performance metrics when completing work orders.

For gamification to be most effective it needs to be ‘refereed’. This means monitoring results, providing incentives and celebrating wins...

For gamification to be most effective it needs to be ‘refereed’. This means monitoring results, providing incentives and celebrating wins. It can’t just be a new fad or flavour of the month initiative. Instead, it must become part of the fabric and culture of the business otherwise results will slip and workers will return to their old habits.

To monitor the results, you need a scoreboard to help reinforce the KPIs so that your employees know what they’re playing for.

The system takes the predetermined metrics and generates a score, then lets the employee see how they perform against their peers. It’s an opportunity to improve behaviours and perform with pride because they see metrics that show a direct correlation to how they’re helping to make their operation successful.

Managers can compare employee scorecards and the types and frequencies of training content being accessed to different metrics such as the rate of accidents, lost-time injuries and productivity, and draw direct correlations between what moves the needle and what doesn’t.

Done right, gamification can be more than just a passing fad.

The data derived can be a powerful force for change in your organisation – you’ll see more than better business results: you’ll have employees who feel more engaged and appreciated, recognised for good performance on the job and motivated to do their best.

Want to know more? The full eBook is available as premium content to fieldservicenews.com subscribers. Access it now on the button below... 

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