ARCHIVE FOR THE ‘trimble’ CATEGORY

Trimble announced last week the launch of Trimble Field Service Management (FSM) Connect, an advanced development environment and a standard set of Web services and APIs that can enhance field service business processes by allowing access, use and sharing of data across a variety of different systems.

Following the recent announcement of Trimble Horizon, the new cloud-based platform for FSM solutions, FSM Connect is the third in a line of new features and solutions announced this week as part of Trimble's spotlight on empowering mobile workers.

"Most companies have multiple solutions that collect data, which has to be manually interpreted and checked against the same or similar data from other solutions," said John Cameron, general manager of Trimble's Field Service Management Division. "FSM Connect is a package of Web services for Trimble customers and partners that provide a comprehensive and reliable way to enable a seamless information flow between Trimble FSM solutions and back-end or third-party systems. This means the value of data can be realised across an organisation and the most up-to-date information can be shared instantaneously, a vital requirement for organisations with mobile workers out in the field."

"The amount of information a field service organisation needs to operate successfully can be daunting and one of the biggest challenges it faces is the lack of integrated data to provide a consolidated view of their processes. With FSM Connect, we can enable them to solve this challenge," said Cameron.

FSM Connect enables organisations by providing a single point of access for their field service information. In addition, it allows users to feed the integrated data into business analytics and reporting systems to make more-informed decisions about their field work that can drive productivity and enhance knowledge management.

Other benefits of FSM Connect include:

 

• Decreasing manual data entry by automatically sending data to other applications
• Increasing operational efficiency by centralising and streamlining data views
• Providing bidirectional flow of data that allows full integration across the organisation

 

Trimble will be hosting a Webinar with Aberdeen Group on Thursday, 30. Oct. Aly Pinder, senior research analyst of the Aberdeen Group, will discuss the key emerging technologies empowering workers out in the field, including the use of mobility. To register for the Webinar, or to sign up for a recording, click here.

 

As Trimble's mobile empowerment week continues they yesterday  introduced FieldMaster Technician, a downloadable mobile application that empowers mobile workers in the field with advanced collaboration tools and the ability to access and update information in real-time for improved effectiveness.

FieldMaster Technician allows service organisations to optimise workflows and improve service delivery by getting technicians to the right place at the right time with the information they need to do their job correctly the first time.

Following the announcement of Trimble® Horizon, the new cloud-based platform for Trimble's Field Service Management (FSM) solutions, FieldMaster Technician is the second in a line of new features and solutions announced this week as part of Trimble's spotlight on empowering mobile workers.

"Field service organisations are constantly looking to be more efficient," said John Cameron, general manager of Trimble's Field Service Management Division. "Mobility solutions that provide field teams information at their fingertips are vital to that pursuit. Real-time knowledge allows workers to make better, more intelligent business decisions while in the field. The result can enable increased productivity, reduced operating costs and improved customer satisfaction-three ongoing goals in field service."

FieldMaster Technician is integrated into Trimble FSM's cloud-based solutions and offers key features including:

• Allowing mobile workers to instantly locate and contact nearby co-workers for assistance
• Enabling mobile workers to find the fastest route and navigate to key locations
• Allowing mobile workers to manage their time and log activities throughout the day
• Allowing mobile workers to view historical job information
• Permitting photos and signatures to be captured on site to document work

 

"FieldMaster Technician essentially puts better control in the hands of field personnel," said Cameron. "By integrating powerful mobile apps into our solutions that already help manage workers, work and assets in the field, we can continue to enhance field service excellence for our customers."

Trimble will be hosting a Webinar with Aberdeen Group on Thursday, Oct. 30. Aly Pinder, senior research analyst of the Aberdeen Group, will discuss the key emerging technologies empowering workers out in the field, including the use of mobility. To register for the Webinar, or to sign up for a recording, click here: https://cc.readytalk.com/cc/s/registrations/new?cid=qhxelxfmvubx

 

This light hearted trailer for Trimble Field Service Management's latest mobile workforce platform 'Work Management' does a great job of highlighting the issues of having a lack of visibility into your workforce. Getting engineers to the right place at the right time is a challenge but one that can be easily overcome with the technology available to service companies today, so don't end up with customers like Mrs Robinson and make sure you have visibility into your field service operation!

Trimble have just introduced a new, enhanced version of Trimble® Work Management, a cloud-based solution that improves the productivity of mobile workforces through intelligent scheduling tools, mobile apps and state-of-the-art performance analytics.

Following the recent announcement of Trimble Horizon, the new cloud-based platform for Field Service Management (FSM) solutions, Work Management 3.0 is the first in a line of new features and solutions announced this week as part of Trimble’s spotlight on empowering mobile workers.

In addition to Work Management’s best-in-class scheduling and performance management analytics capabilities already available, key enhancements added to Work Management 3.0 include:

 

• The ability to enable dispatchers to manage capacity by optimising resources and routes for a day, week or even months in advance
• The ability to hard-set customer-agreed appointment windows and preferred workers into the schedule to ensure all future commitments are met
• The ability to plan preventative maintenance work around jobs in the same area to minimise travel and maximise productivity
• The ability to take advantage of a new mobile app – FieldMaster Technician. It allows mobile workers and depot based technicians to receive and update tasks on their smartphones as well as access and capture vital job information on the go

 

“For any organisation that operates a mobile workforce there are multiple businesses challenges to manage. From scheduling and dispatching work and tracking its progress throughout the day to empowering workers in the field for resolving issues—it is all about ensuring that service commitments are met,” said John Cameron, general manager of Trimble’s Field Service Management Division. “Service excellence continues to be a priority for businesses as they recognise its importance in both maintaining and attracting customers.”

“The latest enhancements to Work Management focus on eliminating these challenges to transform service delivery for all parties. Customers benefit from more choice and flexibility while the business has a heightened ability to manage capacity, empower technicians in the field and make decisions based on real-time visibility to ensure the promised service is delivered each and every time,” said Cameron.

Trimble will be hosting a Webinar with Aberdeen Group on Thursday, 30. Oct. Aly Pinder, senior research analyst of the Aberdeen Group, will discuss the key emerging technologies empowering workers out in the field, including the use of mobility. To register for the Webinar or sign up for a recording, click here: https://cc.readytalk.com/cc/s/registrations/new?cid=qhxelxfmvubx.

 

 

 

Trimble yesterday introduced its new cloud-based platform for field service management—Trimble® Horizon. Trimble Horizon will be the core platform for its Field Service Management (FSM) suite of solutions and services. Built upon Trimble’s robust hosting and infrastructure framework, Trimble Horizon supports the following capabilities:

• Solutions – Trimble’s cloud-based solution suite which includes Work Management, Fleet Management and Driver Safety

• Mobility – Mobile applications and tools for better empowerment, data sharing and collaboration in the field

• Connect – Web services to enable seamless integration

• Insight – Business intelligence and analytics tools

Trimble Horizon offers customers an extensible, flexible platform allowing them to depend on Trimble as a single provider for all their field service needs. Cloud-based and modular, Trimble Horizon enables organisations to drive an agile, dynamic field service operation.

“We are delighted to introduce Trimble Horizon,” said John Cameron, general manager of Trimble’s Field Service Management Division. “In a world where technology is so fast moving, we wanted to provide our customers and businesses globally with a foundation for innovation. Trimble Horizon will allow them to add, extend and integrate technologies as their needs change, providing them with the agility to adapt and innovate. Trimble Horizon will couple our best-in-class field service management solutions with integration opportunities and the ability for customers to configure and utilise specific modules across the platform’s global infrastructure.”

Trimble Horizon is a key element of Trimble’s FSM global strategy to continually focus on solutions and tools to better enable organisations around the world in driving service excellence and empowering the mobile workforce.

 

Trimble Field Service Management's John Cameron speaks exclusively to Field Service News ahead of the launch of Horizon, Trimble FSM's latest cloud based field service management solution...

FSN: What do you think Mobile Worker Empowerment really means?

JS: To me empowerment is all about supporting the individual to do the best job they can. For a field service organisation this means dealing with a growing number of complex challenges around scheduling, monitoring progress and enabling the worker to resolve issues in order to meet service commitments.

We know that having the right real-time information is critical to business success – it is not just about the data that is collected but how that data is analysed and turned into business intelligence and applied that counts. Both through the companies we work with and within our own business we know that information is only useful if it helps you to make the right decision and that goes through the whole organisation.

Ensuring that mobile workers have the right support and are able themselves to make use of the real-time information goes a long way in helping them to make the right decisions while on the move and remote from office or depot locations, allowing them to resolve issues and deliver the best service they can.

FSN: Do you think offering mobile workers more control can benefit a field service organisation?

JC: Mobile workers are on the front line, they are the ones who are dealing face-to-face with customers every day. When jobs go smoothly that’s great, but it often takes a number of factors to align for that job to go smoothly and if not the worker is the one who has to deal with the repercussions and the impact on the customer’s business or home.  We know the biggest cause of customer complaint is that issues are not resolved first time, but give the workforce the means so that the person allocated the work has the right skills, tools and parts and has the right amount of time to get the work done, then these can often be set into schedules to ensure that commitments are met.

The overall goal in empowering workers has to be to enable them to do the best job possible and the benefits are widespread and include increased productivity and efficiency with greater customer satisfaction and empowering a workforce to be able to control and manage outcomes can significantly impact on their own job satisfaction and ongoing motivation.  

FSN: How can businesses approach empowerment in the field?

JC: There are a number of strategies that companies may adopt in field worker empowerment and these could include use of technology, service performance measurement or through cultural change.

Technology is a great enabler but it is also critical that the organisations make the technology work hard for them and deliver the best benefits and return on investment. Hand-in-hand with this, measuring service performance is key to a field service organisation in both managing its operation on a day to day basis and also learning from these experiences. No individual wants to be going out doing the same procedure time and time again if it is not achieving the right results; achieve the right results and then replicate it.

Cultural change is possibly the hardest element to roll out, you can’t simply expect individuals to be ‘empowered’, but rather you need to make sure that they understand the reasons why, what it involves and the benefits to them and the wider organisation. As with any change programme it is essential that the workforce is totally involved, engaged and committed. It is also imperative that the drive for any initiative comes from the top so there is complete buy-in across a business.

FSN: Does best practice exist when it comes to mobile worker empowerment?

In terms of empowering workers, the field service organisations that we see doing this well are those that look to make continual

improvements. The use of technology has a key role to play, but you can’t install the best solution and then become complacent; field service organisations are finding that work is becoming increasingly complex and critical in terms of timing, skills and consequence and the challenges even greater so the application of best practice and the continual improvement that this brings is paramount in the successful empowerment of a mobile workforce. Choosing one to three benchmark points from which to grow also keeps everyone focused on specific metrics – trying to improve everything at once is a certain step in the wrong direction.  

We have also talked about change management and engagement as key dynamics to any successful roll out and we have seen that those behaviours drive the best success.

FSN: How do you think both mobile workers and businesses can manage the challenges of empowering workers? 

JC: We recently undertook a survey and found that, when a field service business sets out to implement business change, whether it is rolling out new technology or processes or ways of working, one of the major challenges it faces is engaging the workforce.

Much of this can be attributed to the fact that a field service workforce is typically spread over a large geographical area, with workers carrying out very diverse types of work remotely and rarely spending time in the office. Providing necessary training to the workforce can be a further hurdle. For many companies this means considerable expense, as well as taking workers away from their jobs especially if the training is carried out in a classroom rather than virtually. Furthermore, ensuring the training is understood and applied on an on-going basis also poses an issue for field service managers as it can be difficult to monitor field workers to prevent lapse back to the ‘way things used to be done.’

However, these obstacles can be reduced if businesses have effective change management programmes in place to ensure employee buy-in. Involving the workforce in any change plans, from the initial planning stages to the final roll-out, is key. Consistent communication to foster a culture in which the workforce understands the changes, why they are needed, what role they will play in the transformation and how to embrace it are all essential.

FSN: When we talk about providing tools for mobile workers, it would seem that mobility would be a natural element of that – is that something you are seeing??

JC: Mobility is a key technology in empowering workers. Mobility at its core provides field-based workers with a real-time connection back to their business. With all the information they need at their fingertips, they are able to become more efficient and effective.

There is little doubt that up to the minute information before, at and after a job is vital to the success of completion and provides mobile workers the ability to plan and execute their jobs better via increased knowledge. This is eliminating time, mistakes and misunderstandings out in the field. In addition avoiding the need for paper-based knowledge transfer, which adds further demands on the mobile worker, can save hours in a mobile worker’s day. Utilising cloud-based data storage, the capturing and storing of information on the go is another feature that helps mobile workers collect data in the field that they may need at a later date or to update other business systems .

FSN: With technology playing such a big part in field service, what trends so you see emerging to further transform mobile worker empowerment?

We all consume information via mobile apps on our smartphones and tablets in our consumer lives and more and more of us are expecting

to be able to do the same whilst at work. As a result, the availability of mobility applications going forward will increase, which will further enable field-based workers with the real-time knowledge needed to make better, more intelligent business decisions while in the field. Niche apps, for example, are seen to present opportunities to reach a new target audience or deepen the engagement and loyalty of users and the adoption in the business environment can only increase, along with such emerging trends as gamification of business-related apps to give greater appeal to the use of apps for everyday processes and procedures.

 

M2M communication is certainly transforming how companies do business. Data transmitted from devices in the field to applications in the office can lead to decisions that significantly improve the business. In field service, that data flows in from both handheld and in-vehicle data-capturing devices, as well as sensors and monitoring devices on everything from household appliances and utility meters to complex machinery in oil fields transmitting data on diagnostics, measurements, temperature and overall conditions, all of which is instrumental in preventing equipment failure, scheduling maintenance, and improving safety and energy consumption.

Additionally, I think we’ll also start to see a rise in field service businesses offering field technicians the chance to bring their own or choose their own mobility devices to adopt at work. Field service is undeniably being reshaped by the mobile revolution and with much of today’s information being shared through smartphones, in the not too distant future, I think we’ll start to see even greater sets of data being shared through wearable technology, such as watches and google glass. This technology will revolutionise the way field technicians go about their day-to-day tasks. They will be able to stay in touch in real-time and gain immediate access to what’s important the second that they need it, helping to improve productivity and customer satisfaction. 

Welcome to the latest edition of the Field Service News podcast. This month we are featuring a guest podcast recorded by field service management specialist, Aubrey Fox of Trimble Field Service Management.

In this podcast, which is supported by a series of slides Aubrey looks at just what type of companies can benefit from field service management systems before looking at the challenges field service companies can face. Basing his discussion on research undertaken and collated by Trimble FSM, Fox delivers an excellent and authoritative commentary, exploring how field service companies can transform the way they work  through the use of technology.

 

 

Please note that that promotion of this download is a joint venture between Field Service News and Trimble FSM and by downloading the podcast you agree to the fascinating terms and conditions which are available right here.

You can also find out more about Trimble in the Field Service News Directory by clicking here

Poor service has become a commonplace scourge within the UK with service issues costing consumers nearly £15 billion a year research shows…

In fact over two thirds of UK customers (69%) have been frustrated by poor customer service, almost a half (46%) have demanded to speak to a supervisor and just over a third (34%) have stopped using the brand altogether.

These results are part of the findings from a global report by ClickSoftware, which was designed to assess what were the key frustrations faced by consumers.

Against a backdrop of recent ongoing billing problems with energy companies, over half (52%) of UK residents found utilities companies to be the most frustrating to deal with. It was found that spending over an hour trying to resolve an issue such as billing problem or a loss of power was a regular occurrence. In fact the average time people waited for a resolution was an incredible 4.3 hours.

Communication service providers were second on the list of poor service providers with over a quarter (29%) of consumers irritated at the amount of time they wasted with them. These were followed by Central Government (18%) and banking (15%), in third and fourth place respectively.

The economic impact of this sloppy service is not just restricted to the guilty parties however. UK workers are having to take time off to attend to matters during their working hours to resolve issues. The study revealed a total loss of nearly £15 billion a year, and an individual loss of almost £500 per person.

Then there is the emotional cost. Even the famously reserved British demeanour has it’s limits and over one in 10 (13%) of Brits have been driven so mad by bad service they have admitted to losing their cool and yelling at a service representative.

Meanwhile others have gone to extreme lengths to get better or quicker service, including lying (9%), crying to the service representative (real or fake tears) (4%) or even begging (3%).

Robert Williams, Vice President of UK & Ireland of ClickSoftware reflected on the findings commenting:

“This is a timely reminder for businesses that customer service is still one of the biggest factors in attracting and retaining customers,”

 

“Bad customer service is costing business up to a third of their revenue, and the knock on effect is that people are having to take precious holiday time just to deal with things that could and should be sorted much more easily.”

Aly Pinder, Senior Research Analyst at the Aberdeen Group and Field Service News columnist also commented:

“Ultimately, satisfied customers help drive retention and profitability for service organisations. Our research found those that reached a 90%+ customer satisfaction rate achieved an annual 6.1% growth in service revenue, 3.7% growth in overall revenue, and an 89% level of customer retention”

Meanwhile a separate research project, conducted by the CCA on behalf of Customer Engagement Optimisation specialists KANA indicated that the majority of UK organisations are dramatically underestimating the link between customer service and revenue.

 The survey of UK Contact Centre Association (CCA) members included respondents from a wide and diverse blend of varying industry verticals including financial services, retail and local government. Perhaps the most striking finding of this research was that less than half (40%) of those in senior management believed that customer service was key to driving revenue. In fact a fifth of respondents felt there was little or even no focus on customer service at a senior level.

 

Other findings of the survey also showed a distinct lack of appreciation of the link between customer service and the bottom line. Again well under half (41%) paid significant attention to the level the revenue they lost as a result of poor customer service. Incredibly, one in ten companies do not measure the financial implications of poor customer service at all.

The research also highlights what call centre agents perceive as key barriers to providing a better service: outdated systems, lack of investment, agent skills gaps and a lack of understanding or support at a senior level.

Unfortunately, the contact centre is often seen as an operational expense and nothing more,” says Steven Thurlow, head of worldwide product strategy for KANA. “Often, senior management will review functional aspects, such as speed of handling times and resolution times. This approach is unlikely to drive further investment and instead maintains a focus on efficiency above all else. Fast service and good customer experiences are not always the same thing.”

However, whilst it seems that Customer Service in the UK is suffering from poor standards whilst being woefully overlooked as a key factor in ensuring and growing revenue streams, yet further study has revealed clear evidence that there is an intrinsic link between customer satisfaction and business success.

In fact research conducted by Trimble Field Service Management highlighted that 71% of field service organisations use customer satisfaction as the main metric to measure the performance of their business. A recent industry report based around research commissioned by Trimble highlighted that there was a proven link between customer satisfaction, retention and profitability.

 

So are we facing a true disconnect between the impact customer service can have on field service businesses and the attention it gets within senior management? Are these frustrations related solely to the call centre or are they reflected in the levels of service delivered on the doorstep also?

We’re currently running a short survey ourselves which aims to assess the survey standards of companies in the field. If you want to find out how your standards compare to your competitors then take two minutes to complete the survey to receive a free copy of the benchmark report based on the results when published.

Also thanks to our sponsor on this project TomTom Telematics there is also a prize draw with three £50 Amazon vouchers available.

Click here to complete the survey and enter the prize draw now.

Managers have access to more performance data than ever before but simply don’t know how to use it to drive operational efficiency. Trimble Field Service Management's John Cameron explains...

A high-performance culture is the heartbeat of any successful organisation however managing business performance levels effectively can be challenging.

As the business adage goes, “you can’t manage what you can’t measure” and this has never been truer – especially when it comes to the performance of field service organisations.

A field service operation is extremely dynamic and often unpredictable. Each day, managers are faced with complex issues which require fast action. However lack of real-time visibility into what is actually happening out in the field can result in managers making poor decisions; directly impacting the performance level of their mobile workforce.

In order to develop new strategies which will improve operational decision-making and drive future performance, field service managers must begin to utilise instant and accurate information about key trends occurring in the field. Real-time data about why a service window wasn’t met, how many planned jobs were left incomplete, duration of tasks and which technicians are performing well, can all be used to drive service performance levels. By using in-depth insight, managers are able to effectively transform the way work is planned, allocated, managed, reported and evaluated.

Field service managers have access to more data than ever before. But are they actually using it effectively to measure service levels so they can improve operational performance? The simple answer is no. Often field service managers view big data as simply too big or too fast to manage and analyse. They have large quantities of data but simply don’t know what it means or how to use it to help manage performance.

Fortunately, advancements in performance management analytics technology are taking the complexity out of big data analysis. By providing greater visibility and enhanced analytics capabilities, the technology helps field service managers monitor the productivity of their operations while at the same time analysing key trends in order to optimise the way they operate.

Based on actual location data, technology can generate and customise digestible reports that showcase the key measures including quality of service, statistics for individual workers, actual tasks completed against the total time of the working day, actual against estimated task duration, total tasks completed, total fuel usage and distance travelled.

By adopting performance management analytics technology, the field service manager is able to quickly identify what is preventing their workforce from completing more jobs. Managers can look at regions, teams and even individual workers by job type and performance to gain insight into how to improve the utilisation and productivity of their staff.

Aberdeen Group, a leading analyst firm, has found that best-in-class companies were more than 35 per cent more likely to use workforce management solutions such as performance management tools to optimise resources and workforce processes. Aberdeen Group says laggards need to act now and start to automate the management of their workforce in order to catch up with the efficiency and enhanced response times of best-in-class companies.

 

Driving productivity and performance has been on the top of boardroom agendas for years and this is still certainly the case in the field service industry. A recent survey by the Service Council, a research and advisory company, reaffirms this fact with the study finding performance management and visibility continue to top the list of key business concerns.

Reassuringly, developments in technology have meant that businesses now have a way of addressing these concerns directly. Managers can collect, analyse and report operational performance based on data they can trust and generate real value from the information to make educated decisions that positively impact their businesses bottom line.

This increased insight also means that not only are field service managers provided with the ability to constantly learn from day-to-day experiences, but all the relevant stakeholders across different business units have the salient information they need to manage the daily performance of the organisation. Such performance analysis can also help feed into strategic business planning on targets, budgets and resourcing.

Knowing what is happening in the field and having the ability to measure its effectiveness is crucial to delivering higher levels of service excellence. As a result, business leaders need to start exploring new and cost-effective ways to manage and optimise the performance of their workforce. Investment in technology is the first logical step. Technology has the power to place the right information in the right hands to ensure the right decisions are made which will ultimately foster a high-performance culture that guarantees short- and long-term business success.