ARCHIVE FOR THE ‘service-management’ CATEGORY

Gary Brooks, CMO, Syncron talks to Kris Oldland, Editor-in-Chief, Field Service News about how the discussion around uptime has shifted from how to why...

“Time is something that is incredibly perishable, it’s finite, we never seem to have enough of it and we always wish for more of it in dire times.”

This eternal maxim, that translates across all cultures in all corners of the world, was at the heart of an excellent keynote presentation given by Gary Brooks, CMO at Syncron at the Field Service USA Conference in Palm Springs earlier this year.

Time is something that is incredibly perishable, it’s finite, we never seem to have enough of it and we always wish for more of it in dire times“It is interesting to apply that thinking to our business of field service,” Brooks explained when I sat down with him to catch up over a coffee a little later in the day.

“Let's look at it through the lens of time being a cruel mistress and then imagine you're a farmer. Not just any farmer but a very excited farmer because it is the first day of the harvest season. You’re deploying your new half a million dollar combine to go out and harvest at a fantastic new rate - but then it fails.” “It is a Sunday morning and your 200 miles from the dealer and can’t get someone out to fix it - then shift your thinking from that scenario to a question around uptime.”

It is an important shift in thinking and one in which the manufacturer bears more of the burden of failure in return for greater profit and a stickier relationship with the customer.

“At Syncron we’re obsessed with coming up with solutions that help manufacturers improve their uptime levels,” Brooks continues.

“We recently worked with WBR to launch a research project that is looking into uptime. How important is it for the OEM? Do they consider it a strategic advantage? How important is it for the customer of the OEM? 

Do they consider it something that can make their business more competitive? How much are the end users willing to pay for maximised uptime? Are they even willing to pay at all for maximised up time?”

An overwhelming majority of OEMs believe that maximising uptime is a strategic advantage for them“The preliminary research findings have identified that an overwhelming majority of OEMs believe that maximising uptime is a strategic advantage for them. An overwhelming majority of the customers of the OEMs believe it would be a competitive advantage for them. Executives are demanding it from the OEM side. End customers are even willing to pay more for it but the OEM is not ready to maximise uptime.”

It seems clear that the conversation has moved somewhat beyond whether the shift towards uptime was the right path to follow - the question many organisations are now facing is how they make that shift. Although case studies are beginning to surface as Brooks alludes to himself.

“I came to my first field service event three years ago, there was very little mention of the product becoming service, of servitization. Last year there was a tiny bit, but this year we are seeing companies that have now gone out and done it. We’re seeing companies who have now fully evolved to that model.”

Just how important a factor within the move towards servitization is the industry that an organisation operates withinHowever, one consideration I have recently been discussing with the likes of Prof. Baines at Aston University and Ross Townsend of Ishida Europe is just how important a factor within the move towards servitization is the industry that an organisation operates within?

“I think you're absolutely right that it is industry specific,” replies Brooks when I put this to him.

“For example, there are lots of articles on how the automotive industry is transitioning to a new norm where rather than buy a vehicle customers now want to buy access to a vehicle - the end result of which is that the customers no longer become the end-user but a fleet owner whether that be an internal or external operator.”

“And of course a fleet manager will be far more demanding in terms of uptime, than a single end user, so the market disruption really is felt on numerous levels,” Brookes concludes.

Whilst this is a specific example of a vertical being disrupted there could be wider learnings for other industries in how a shift to servitization could impact there own sectors as some business models evolve and other new models that have yet to be considered emerging.

What is holding some sectors back, whilst others drive forwards to embrace advanced services?But what is holding some sectors back, whilst others drive forwards to embrace advanced services?

“Part of the reason for the lack of full adoption could be a mindset, the preliminary response that we are getting from the research suggest that an overwhelming majority of the OEMs view their ability to deliver maximum product uptime or a type of service that guarantees maximum uptime - it was almost 80% that said they would view that as a competitive advantage,” Brookes muses.

“So when things have words like competitive advantage and revenue maximisation tied with it you would think that it would be accelerated implementation - so there is some barrier. The desire exists both on the OEM and the customer side, the opportunity to differentiate your product exists, the technology exists so what are the other variables?”

It is an important question that many companies in many sectors are trying to grapple with and when whoever discovers the answer will hold the keys to the future of field service.

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A new TomTom (TOM2) Telematics study reveals UK businesses adopt disruptive technology to improve productivity and better manage employees but are discouraged by a lack of reliable information...

TomTom Telematics, a provider of fleet management and connected car services, found that more than two-thirds of businesses (68%) believe technology is important in recruiting, motivating and retaining employees. Meanwhile, increasing productivity (19%), increasing sales (11%), lowering business costs (11%) and improving customer service (11%) were the most commonly cited motivators for adopting new technology.

Half of businesses (49%), however, believe there is a lack of reliable advice for those looking to introduce new technology systems, with 24% citing a lack of information from providers as a major challenge to adoption. Other key challenges cited include a lack of expertise within the organisation (29%), an inability to find a provider that fits with the organization (31%) and cost (38%).

We’re now living in the connected world “We’re now living in the connected world...” said Beverley Wise, Director UK & Ireland at TomTom Telematics. “Businesses need to work with disruptive technology or risk being left behind by their competitors.

“We commissioned this research to paint a clear picture of the current technology adoption landscape for businesses, highlight the challenges they face when adopting and to advise on what trends they should be paying closest attention to.”

Despite the significant role technology plays in the workplace, just 41% of businesses say they are early adopters of technology innovations, with almost a third (32%) saying their use of technology at home is more advanced than at work.

“There’s a noticeable reluctance to adopting emerging solutions amongst many UK businesses,” said Wise. “This is particularly prevalent among SMEs, with these businesses 10% less likely to be early adopters of new technology than their larger competitors (37% vs 47%). But sitting on your hands while others make use of the latest innovations is a major risk.”

When choosing a provider, the research found that technological support and usability was the biggest consideration (32%).

“It’s vital for companies to do their research to ensure they are investing in systems that will be intuitive, supportive and well-suited to their business processes,” Wise added.

“At TomTom Telematics, we take this very seriously. From in-depth, hands-on information about our services, to strategically useful data like that revealed in this study, we believe in offering companies all the information they need to make the best decision.”

An illustrated report of the findings, including actionable insight and advice, is now available on the TomTom Telematics website here. 

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Ericsson has signed an agreement with the Swedish company Transtema Group AB to divest Ericsson Local Services AB (LSS), a subsidiary of Ericsson supplying field service operations and maintenance of fixed and mobile networks in Sweden.

Ericsson Local Services AB is a market leader in field services in Sweden. LSS builds and maintains network infrastructure and delivers services in all areas of Sweden's field service operations market.

Under the agreement, all operations and assets of LSS will be transferred to Transtema ownership. LSS will continue as a legal entity in Transtema Group. As a result of the transaction, Ericsson becomes a minority shareholder and will be represented on the Board of Directors of Transtema Group.

This divestment is in line with Ericsson’s business strategy, a key part of which is Managed Services and operating networks on behalf of our customers. The divestment of LSS is part of executing on that strategy as Ericsson will no longer sell new standalone field services projects.

Ericsson Local Services is a market leader in field service operations in Sweden with a skilled workforce of approximately 700 employees across the countryPer Narvinger, Head of Customer Unit Northern & Central Europe, Market Area Europe & Latin America, Ericsson, says: “Ericsson Local Services is a market leader in field service operations in Sweden with a skilled workforce of approximately 700 employees across the country. They deliver very good support to our customers, and we believe Transtema has an excellent opportunity to continue to develop the field service operations while also executing on existing customer commitments. Together we will ensure a quick and smooth transition and a good relationship.”

Magnus Johansson, CEO Transtema Group says “We intend to operate LSS as a separate legal entity within Transtema Group. With LSS experience, competence and customer relations in Sweden, they will become the backbone of our field service operations business. Our goal is to continue to grow the service business for telecom networks. This is in line with our ambition to develop our operations in Sweden and internationally. We look forward to welcoming and onboarding all LSS employees as soon as the deal is closed.”

The transaction is expected to close in the third quarter of the calendar year 2018 and is subject to customary closing conditions, including regulatory approvals.

Ericsson manages the Network and IT operations and Network Design and Optimization for customers in over 100 countries, providing long-lasting cost-efficient performance through smart automation, analytics and business practice.

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Rolls Royce’s Andy Harrison has been playing a pivotal role in the Through Life Engineering Services Centre’s work in putting together a blueprint for how organisations can establish advanced services capabilities - a topic he recently discussed at this year’s Spring Servitization Conference. Kris Oldland sat down with him to find out more...

When the topic of servitization comes up it is usually only a matter of time before Rolls Royce and Power by the Hour is mentioned. Indeed, Rolls Royce alongside a select number of other organisations such as Caterpillar and Alstom have essentially become the de-facto poster boys for all things advanced services.

Who better then, to lead a multi-organisation committee created to help distil the complexities of servitization into a meaningful framework than one of one of their key service executives, Andy Harrison, Engineering Associate Fellow - life cycle engineering?

But what exactly is the Through Life Engineering Services Centre, which Harrison heads up?

“For a number of years here in the UK we have had a group of companies get together around through life engineering services. In essence, a sort of working club made up of people working in the services space and in particular services around complex long-life engineered products,” he explains.

“For a number of years, we had struggled to get a framework diagram around what we meant by that this particular space. Then in mid-2016 the EPSRC Centre for Innovative Manufacturing Through Life Engineering Services, which was run out of Cranfield and Durham Universities, issued a strategy paper which called for the creation of a national council - something we have subsequently created.”

So what is the key function of this council?

One of the challenges we have taken on has been to develop a relatively simple explanation of what exactly through life engineering services are“One of the challenges we have taken on has been to develop a relatively simple explanation of what exactly through life engineering services are,” Harrison explains.

“In addition to this, we have also moved onto tackling the question of what a national educational program within this area would look like. If we wanted our engineering graduates to arrive at the doors of organisations already understanding the value of through life support, which we think is 16% + of GDP, then what would that involve?”

It’s an ambitious project, but one that is absolutely critical as we see economies both in the UK and beyond become increasingly more service-centric and Harrison has played an integral role in fulfilling the council’s vision, which is now coming together at pace.

“I’ve led the working group that has put that framework diagram and the education program that goes around it. That is in the process of being embodied into a publicly available specification by the British Standards Institute and it is due for publication sometime very soon,” he comments.

“Essentially what we’ve got is a framework diagram that outlines the topics that make up this thing called Though Life Service, then dividing those topics into further subheadings with information and direction as to what a company would need to know to understand each of those sub-headings.”

In fact, one of the highlights of The Spring Servitization Conference, held this year in Copenhagen, was when Harrison very eloquently and concisely walked the attendees through this framework.

“Basically, the framework diagram is essentially setting the scene when we talk about this space,” Harrison explains.

It’s a way of thinking about the big picture and breaking it out into commonly described terms so that when the industry practitioners review the academic material they have a frame of reference“It’s a way of thinking about the big picture and breaking it out into commonly described terms so that when the industry practitioners review the academic material they have a frame of reference - they can look at it and say ‘OK so this is addressing this part of the equation.’”

This is a huge part of the discussion that needs to come to the fore if the worlds of academia and industry are to fully align around the concept and strategies of servitization - a common language is essential. This is also why the bringing together of a number of different companies from disparate sectors to work on this project alongside Harrison and his team at Rolls Royce is also imperative.

“The fundamentally important part of this is that if you let any one organisation try to write this they would do it in their own language in their own context. It might work for them but it is unlikely to work for a broad range of companies,” Harrison explains.

We have deliberately forced ourselves to argue how to get this down to a small number of items“We have deliberately forced ourselves to argue how to get this down to a small number of items,” he adds.

Within the framework itself, the group has essentially identified three core areas of activity.

“Firstly, there is the business context where the sub-elements are all centred around if and how you understand your customers. Can you identify with them the value opportunities are - and this can be either getting more work out of a machine or spending less money obtaining that work,” Harrison begins.

“Do you have the organisational set up to deliver these benefits and do your customers have the right set up to receive those benefits? Do you have all of the underpinning capabilities that are required such as the consumable elements you need to deliver this level of service - for example, can you model x and predict y? Can you gather the data required? Do those things exist and do you have them within your organisation? We then have to consider what are the service value streams that you have to offer? We divide that up into four streams which are avoid, contain, recover and convert.”

The road to servitization is challenging and the journey for every company of course slightly different reflecting the unique needs, processes and goals an organisation may face“Avoid is can you change the reality of how much damage the product is accumulating and the likely consequences of that? Contain is about an organisation's ability to step in and make the decisions around when and what to do as intervention activities -  so there is no physical activity in this step, it is all around decision making. Recover is your ability to re-inject life back into the asset, through overhaul, repair and inspection. Finally Convert is about your ability to take the experience that you gain in the other three and to generate additional value out of those.”

“The final dimension is the basic life-cycle of the product and the service which talks about the need for planning throughout the life-cycle, the creation process of your products and service, standing up ready for operation, the operational activity of making the products and delivering the support service and eventually the retirement phase of the downturn of the supply chain, the de-commissioning of assets and the eventual retirement of the entire of service offering around them.”

The road to servitization is challenging and the journey for every company of course slightly different reflecting the unique needs, processes and goals an organisation may face.

However, the framework Harrison and his peers have put in place does an excellent job of signposting the way, to help companies navigate the path successfully.

 

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The threat of a genuine ageing workforce crisis is being discussed by field service organisations across all industry sectors and in all corners of the globe. Field Service News in partnership with Si2 Partners, Workammo and Service People Matters undertook research to establish exactly how real this threat is to ongoing service operations and how recruitment, development and progression trends within field service are evolving...

Part one of this research report which is available here explored the findings of this research exploring the reality of the ageing workforce crisis, how field service companies are tailoring their recruitment and development programs to court millennials and whether outsourcing is an answer to help field service companies meet increasing customer demands.

Now we turn to the second part of this report...

Reducing the time from classroom to customer site

Of course, when we consider the issues many companies are facing in replacing their existing workforce it is imperative that the time it takes to onboard a new recruit is minimised as much as possible so that the newly appointed service technicians are adding value to an organisation as quickly as possible.

Whilst, of course, this is somewhat dependent on the industry in which an organisation operates, with some service engineer roles requiring far more knowledge and training than others, it is interesting to see in broad strokes the average time service engineer on-boarding takes.

The most common amount of time stated was between three and six months which was the on-boarding time for just over half of companiesThe most common amount of time stated was between three and six months which was the on-boarding time for just over half of companies (55%) whilst 34% of companies took between one and two years.

One obvious solution to both reducing onboarding times and increasing the longevity of those engineers approaching retirement age is to actively utilise your more experienced service engineers in a mentoring capacity for new recruits.

This is a well-established practice within the field service sector which is evidenced by the fact that 93% of companies stated that this is a practice they have within there workplace.

A more recent introduction to this concept is the ability for the more seasoned engineer to deliver assistance remotely using tools such as video conferencing or augmented reality.However, a more recent introduction to this concept is the ability for the more seasoned engineer to deliver assistance remotely using tools such as video conferencing or augmented reality.

The advantages of such an approach are two-fold. Firstly, it allows for one experienced engineer to support multiple newer engineers at the same time.

Secondly, it also allows the older engineer to work either from a central location or even from home - something that can be a big lure in convincing them to stay within the company.

Again this was an area we explored in our previous research where we identified that 20% of companies were using their older engineers within a remote expert capacity and we have seen similar numbers again in this current research with a further 35% of the total respondents stating they are in the process of putting such a system in place.

What is particularly interesting here is that of those companies that currently do have such a system in place a fifth of them (20%) are utilising Augmented Reality (AR).

We have long been advocates of the use of this technology in exactly this manner at Field Service News for some time now, but across numerous research reports, we have been seeing that the uptake for AR has been to date somewhat stunted.

Yet with the AR market within the field service sector becoming increasingly competitive it seems that we may now eventually be seeing the first real signs of increasing adoption amongst field service companies.

Developing the next generation of service leaders

Of course, whilst it is important to understand where the next generation of field service engineers are coming from and how they are being developed it is equally important to understand how the next generation of service leaders are entering into our sector as well.

Anecdotally many of the service directors one might encounter within the industry do tend to have come from a service engineer background, often having been promoted from within and our research would appear to indicate that this is still a common development path.

59% of the companies that participated in the research stated that when looking to fill a service management role their organisation tends to predominantly try to recruit for the role internally. In fact, 59% of the companies that participated in the research stated that when looking to fill a service management role their organisation tends to predominantly try to recruit for the role internally.

So let’s take a look at some of the common skill-sets that companies are looking for in their service managers.

It is perhaps of little surprise that when we asked our respondents “what are the key attributes you look for in a service manager?” That the most commonly cited response was ‘leadership capabilities’ which 86% of companies identified as a key attribute.

What is interesting and perhaps indicative of the growing importance the field service division plays in generating excellent customer experiences is that the second most valued attribute was ‘having a customer-centric outlook’.

In fact with 79% of companies stating that this was a key attribute they look for in their service leadership this was not that far behind leadership capabilities - certainly suggesting that customer-centricity is a fundamental aspect of what makes a great service manager.

Another big aspect of the role is, of course, the ability to communicate with the technicians and to be able to relay the wider operational picture of the business to them as well as be a conduit for them to engage with the business.

This was again quite clearly referenced in the research findings. For example, 59% of companies stated that having a good rapport with the field engineers was a key attribute they look for in their service leaders whilst over three-quarters of companies (76%) identified strong technical knowledge and application - which is of course, crucial for service managers to understand their engineers challenges and identify weak spots and highlights within their performance.

Two-thirds of companies (66%) stated that they thought their service managers should have a strong operational understanding.Additionally, two-thirds of companies (66%) stated that they thought their service managers should have a strong operational understanding.

This again is important as it allows the service manager to not only see the bigger picture but also translate that to the field engineers - which is an important means of gaining company loyalty - something that is more important than ever considering the challenges that many companies are facing replacing their ageing workforce.

The need for these key attributes is also corroborated in the areas that field service companies are focussing their attention on when it comes to training their service managers.

Again we see leadership and technical skills as the most common area of training with 52% of companies offering such training to their service managers.

Just under a third of companies also provide FSM systems training for their service managers - again an important area for them to grasp as the FSM solution is generally at the heart of how their department will run so a reasonable understanding of how such a system works, what it is capable of and even what it is lacking, can be the key to driving as much efficiency via the FSM solution as possible.

In terms of how the training was applied the vast majority of companies tend to deliver training in an ongoing manner when on-site - an approach over three quarters (79%) of companies within the research adopt. However, only a quarter of companies (25%) offer regular off-site training.

The danger here for those that solely rely on on-the-job training is that by its very nature field service is a dynamic operation with many moving parts, often seeing the service manager fighting fires as part of his regular routine.

With the immediate need of ensuring the customer stays happy the obvious priority - how often will training sessions get pushed down the to-do list?

Initial Conclusions

Firstly, it certainly does appear that the threat of an ageing workforce remains a significant concern and this is something that must be addressed swiftly before that concern truly turns to crisis.

Outsourcing appears to be a sticky plaster that many companies are turning to and it could well be that we see a gradual shift in workforce dynamics across the next few years whereby the role of the field service engineer becomes increasingly outsourced.

But in a world where customer experience is sitting at the heart of business strategy, one might question if handing over control to one of your most important assets in the customer service equation - namely your engineers themselves, is actually the right path to head down.

For those companies that are facing the challenge of replacing their workforce - but are not keen to outsource their field service work, then the reality is they must adapt both their recruitment and development plans to be more in line with the incoming workforce of millennials.

In terms of management for the time being, at least, it seems that we are seeing less disruption of the status quo, with many companies still seeking to employ from withinIt is surprising that so few companies have actually undertaken this process as yet, although what is perhaps somewhat encouraging is a similar amount of companies are at least considering doing so.

In terms of management for the time being, at least, it seems that we are seeing less disruption of the status quo, with many companies still seeking to employ from within and the traditional blend of skill-sets being required - namely technical knowledge, rapport with engineers and operational understanding all still highly sought after.

However, the one element that has been really raised to the fore is the need for our service managers to understand customer-centricity, for whilst this has always been an important asset for service managers, the fact that it has become a key attribute on such a pervasive scale is perhaps the greatest signpost of where the field service unit’s most important role in the future - not just as a maintenance team, but as true brand ambassadors also.

It’s therefore perhaps vital to bear this in mind during all points of talent acquisition be it for technician, engineer or management.

Key statistics: 

• 53% of field service companies state that replacing an ageing workforce is a challenge for their organisation...
• 21% of field service companies have adapted their training and development to be more suited to millennials...
• 80% of field service companies who outsource their service engineer work state that they have increased the amount they outsource within the last three years...
• 55% of field service companies have an on-boarding time of between 3 and 6 months for new service engineers...
• 93% of field service companies are now using their more experienced engineers as mentors for new recruits...
• 59% of field service companies state that replacing an ageing predominantly try to fill service management roles from within their organisation...

 

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LightLease, a new market-leading mid-term vehicle lease solution, has been launched by leading outsourced fleet management provider Fleet Operations.

The service enables businesses to lease a broad range of vehicles, from 90 days to 12 months, bridging the gap between short-term rental and longer-term contract hire.

“We have responded to a growing market demand for a flexible leasing option that can help mobilise employees quickly, while also helping to minimise business costs,” said Jayne Pett, Sales and Marketing Director, Fleet Operations.

 

If it’s not carefully controlled, short-term hire can prove expensive and can result in an unanticipated administrative burden“If it’s not carefully controlled, short-term hire can prove expensive and can result in an unanticipated administrative burden with vehicles being regularly swapped by providers as they hit predetermined mileage or age limits. This burden can include everything from fuel card or telematics management to Benefit-in-Kind tax reporting.

 

“LightLease offers a strategic, and cost-effective, alternative.”

The launch of LightLease also offers drivers greater flexibility following the introduction of WLTP (World Light-duty Test Procedure), the new method of measuring car fuel economy and emissions.

“We are witnessing a great deal of apprehension and uncertainty around WLTP, with concerns that higher vehicle CO2 figures may lead to an increase in Benefit-in-Kind tax liabilities from 2020,” Pett added.

“While it remains unclear as to whether or not tax thresholds will be adjusted, LightLease offers a solution for drivers who are cautious about committing to a longer-term contract hire agreement.”

 

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Combined Soil Stabilisation Ltd increased the accuracy of the earthworks process using machine control technology on a major road project in East Anglia. 

The project will see the development of a new 20km carriageway, stretching from the A47 in Postwick with Witton, east of Norwich, to the A1067 at Fakenham Road, north of Taverham. Once complete, the new northern development route will provide a semi-circle road around Norwich to help ease local areas of traffic congestion.

Combined Soil Stabilisation Ltd, a leading subcontractor within the soil stabilisation and earthworks industry, was appointed to stabilise the site won soils and prepare surfaces across the site ahead of the tarmac laying process. The team at Combined Soil Stabilisation Ltd needed equipment that would allow their graders to work to an extremely tight accuracy.

Before introducing the Topcon technology, we would have required engineers to be on the site, measuring and marking out with sticks, tape and ropesThe team, who were working near obstructions such as bridges and tunnels, which can cause barriers for GPS signals, also needed a system that can deliver precise positioning data even when signals may be blocked.

Combined Soil Stabilisation Ltd chose the Topcon 3D Local Position System (LPS) Robotic to be fitted to its graders. The LPS system uses an additional robotic total station and local networks to gather positioning data, allowing constant contact, accuracy and control for the machine operator.

“Before tarmac could be laid to create the topcoat of the road, the soil surface needed to be cut down and prepared within millimetres of accuracy. In this case, we were working to +/-10mm,” explains Stefan Stansfield, Managing Director at Combined Soil Stabilisation Ltd.

“Tarmac is an expensive material so it was vital that the soil surface was smooth and precise, to ensure that no additional product was needed to create a more even or level surface. Traditional methods of grading and GPS software we’ve used in the past would have made getting a tight trim tolerance of +/-10mm near impossible, as it wouldn’t have been accurate enough.

“Before introducing the Topcon technology, we would have required engineers to be on the site, measuring and marking out with sticks, tape and ropes. Instead, using the 3D LPS Robotic system on our Graders meant that we required less engineers to operate the machinery, saving us time, money and improving health and safety on site, as well as allowing us to work to the accuracy required. Topcon’s technology and equipment also helped to increase our efficiency on site and made the job much less labour intensive.

Work on the northern development route is still ongoing and will include the addition of two roundabouts and bridges to carry the dual carriageway over existing roads.

Stefan concluded: “The technology is definitely at the top end of the industry and Topcon has some of the most advanced local positioning systems that can be fitted to plant. Using the 3D LPS system in our Graders, we could instantly see where the machines were and check the level of trim tolerance. The equipment made it easy for us to save, not only in terms of time and money, but also on the amount of tarmac that could be wasted during the project.”

For more information about the Topcon technology used, please visit: www.topconpositioning.com/en-gb.

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Tom Devroy, Product Evangelist for IFS Service Management products outlines the various options available to field service organisations looking to improve their service management delivery...

Want to know more? Tom DeVroy has written a white paper on this project which is available exclusively to fieldservicenews.com subscribers.

The good news is that if you are a field service practitioner then you may well qualify for a complimentary industry practitioner.

The even better news is we will send you a copy of this white paper when you apply as a welcome!

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When Winston Churchill said, “He who fails to plan is planning to fail,” he wasn’t referring to field service businesses, but it still rings true. Field service organizations understand that efficient route planning is essential to being successful; smart routing is efficient and enables service technicians to become more productive by completing more jobs per day. However, they may be overlooking the added benefits of schedule optimization as an intrinsic part of the solution.

Any organization that needs to manage a mobile workforce—whether it’s for product delivery, service staff or service technicians—can benefit from planning software to simplify scheduling, manage workflows and improve the bottom line.

So what is it that businesses are trying to automate with scheduling and route planning? We ask this question frequently of field service organizations. There are a lot of products in the marketplace, and they all have a value proposition and price point, but each should also be expected to deliver a certain benefit for the cost.

The Essentials of Route Planning

Some businesses simply assign a certain number of jobs to a technician, usually based on geography, or customer visit frequency, and want software that will figure out a route for that technician to finish their assigned work.

This kind of routing software has been around for some time, and, in its simplest form, it’s something we all use frequently: it is navigation and turn-by-turn directions.

This kind of routing software has been around for some time, and, in its simplest form, it’s something we all use frequently: it is navigation and turn-by-turn directions.This basic form of simple route planning is built into almost every smart phone that has a global positioning system (GPS)-based navigation system.

More advanced navigation systems can interact with real-time traffic services to suggest the shortest journey from a time or mileage perspective. This is straightforward technology and quite inexpensive, as it’s usually included in your phone plan.

Service organizations don’t really have to invest much to receive the benefit of this type of simple route planning. However, this solution leaves a lot of decisions in the hands of the technician. This self-planning, self-scheduling method is very inefficient: who they choose to visit first and last can have a huge impact on productive time, drive time, overtime, fuel consumption, service level agreement (SLA) compliance, and customer satisfaction.

Ultimately, this solution will fail when jobs and SLAs are missed, or workloads become inefficient.

Optmizing Resources

Where field service organizations start to see a real payback is when they begin using scheduling software that includes travel calculations as part of the schedule.

The jobs assigned to the technician represent the demand, and the scheduling software manages the labor supply. The scheduling software determines the order and the resource, and considers workload balance, while the route planning software can create the best way to get from one location to the next.

This is a more intelligent, more encompassing planning method that produces a more reliable, scheduled plan. It also takes the subjectivity out of the hands of the technician and puts it back in the hands of management, but it only addresses productivity and cost saving at a cursory level.

Some planning software will take into consideration multiple variables to determine an optimized route.Some planning software will take into consideration multiple variables to determine an optimized route.

The trucking industry has used this kind of route planning software for some time. For instance, a trucker’s licensing and certifications could be considered for what type of equipment they can operate, how many hours they have driven on a given day, week, or month, and how much additional driving time they can be assigned. In this case, fuel consumption or total drive time can be factored into the optimum route as well. This can be fairly effective if the work that is planned throughout the day is static, or, in other words, is not subject to change.

Managing Complexity

In a service business, there can be a plethora of skill set considerations for each job. Perhaps a technician or subcontractor is not welcome at a particular customer site, or maybe the technician doesn’t have the right training on a given piece of equipment.

In simple terms, why send a journeyman to do the work of an apprentice? It is most advantageous for both the customer and the business to send the right resource for the job, based on all the available information at the time the job is assigned to the field, taking into consideration cost, location, capability, and customer expectations.

Many service businesses assign work based on a customer intimacy model; for instance, primary, secondary, tertiary technician (or subcontractor), but this model doesn’t always hold up. In other industries, particularly when the equipment is highly technical and often sold through distribution, the technician is the face of the company to the customer. Although this should be a consideration for who gets assigned to a job, it shouldn’t be the only one.

Dynamic Scheduling

The variability or dynamic nature of a service business manifests itself in other ways.

Besides calls sometimes taking longer than estimated, there are also unexpected traffic problems, emergency calls throughout the day, different prioritization of service work, other skills required to fix a given problem, customer commitments, unexpected fleet problems, and, finally, planned maintenance.

The variability or dynamic nature of a service business manifests itself in other ways.Whether guaranteed through a contract or mandated as an engineering change order, planned maintenance should be considered so that engineers are fully utilized. All of these variables should be balanced against optimum schedule efficiencies, like reduced total travel time, maximum productivity, minimized fuel expense, and least-cost resource assignment.

Having scheduling software that intelligently factors in the best way to assess these variables in a dynamic fashion is a differentiator to efficient service labor management.

Conclusion

The most important part of selecting a successful field service solution for your needs is to plan with your businesses goals in mind.

As you start to create a vision of where you want your service business to be, think about the long-term impact of all of the technology on your business from an operations standpoint. Lay out an implementation plan that will fold that technology into the organization as you are ready to absorb it. This paper just focused on planning and scheduling but other variables in the areas of technical support, contract administration, product management, service logistics and reverse logistics are equally important.

As it relates to moving your field people against customer demands, perhaps a simple route planning tool is where you want to start, but there may be a better way to significantly change and improve your service delivery by implementing solutions that allow you to get where you want to be. And that planning strategy is your best plan for success.

Want to know more? Tom DeVroy has written a white paper on this project which is available exclusively to fieldservicenews.com subscribers.

The good news is that if you are a field service practitioner then you may well qualify for a complimentary industry practitioner.

The even better news is we will send you a copy of this white paper when you apply as a welcome!

Click here to apply for your complimentary industry subscription to fieldservicenews.com and access the white paper now!

Note: Please do take the time to our T&Cs (available in plain English at fieldservicenews.com/subscribe) and note that this content is sponsored by IFS)

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Field service businesses have a lot of problems that keep them from thriving—like scheduling challenges, high fleet maintenance costs, too few jobs, and wide service windows that keep customers waiting all day.

Now, these businesses can solve all these issues (and more) from within their field service management system with Commusoft's new Real-Time Vehicle Tracking feature.

The new feature builds out from the Commusoft cloud-based software package designed for field service companies both large and small, including plumbers, heating engineers, renewable engineers, electricians, oil technicians, property managers, fire & security companies, and builders.

How is Commusoft's Real-Time Vehicle Tracking feature better than a standalone GPS?

Why pay for a GPS system that doesn’t work hand-in-hand with your job management software? Because Commusoft's real-time GPS system is tightly integrated into a world-class job management system, it allows operations managers to make better decisions when it comes to tracking jobs. 

By bringing scheduling information and engineers’ locations together, Real-Time Vehicle Tracking gives operations managers the ability to create faster, more efficient schedules, which in turn lets them:

• Reduce engineers’ travel time.
• Reduce costs by pinpointing unsafe driving and rough vehicle handling.
• Schedule more jobs into a single day.
• Reduce service windows and provide faster customer service.

Real-Time Vehicle Tracking also increases the odds of recovery in cases of vehicle theft. 

'These are all benefits a business wouldn't see with a traditional GPS,' says Jason Morjaria, founder of Commusoft. 'Our Real-Time Vehicle Tracking now gives businesses of all sizes access to a world-class schedule optimising solution.'

How does Commusoft's Real-Time Vehicle Tracking work?

Commusoft sends users a dedicated Commusoft GPS vehicle tracker; it's highly precise, and can’t run out of battery or be left behind at a work site—unlike tracking solutions that rely on a mobile phone’s built-in GPS. Plus, there's no need to track your engineer’s personal device, just the company vehicle.

The vehicle tracker interfaces with the Commusoft job management software to let the user track their vans and engineers in real time from their desktop or mobile device.

Commusoft’s Real-Time Vehicle Tracking is included at no extra monthly charge for Commusoft's Paperless Office plan users and higher. Users pay a one-time charge per vehicle tracker (one per vehicle), but no extra after that. Now, field service businesses can finally say goodbye to monthly vehicle tracking fees, and say hello to real-time GPS tracking included in the price of their job management software.

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