Optimising field service for improved profitability and efficiency

Against the backdrop of a rapidly progressive technology market, increasing consumer demands and economic fluctuations, companies are recognising the need to develop strategic measures in field service mobility. Optimising field service processes can help businesses cut costs, achieve operational efficiency, and improve productivity and customer satisfaction.

Field service operations are beginning to move beyond the use of outdated platforms that were previously difficult to use and expensive to customise. The spending on field service technology has also been steadily increasing. With the explosion of technology and increased consumer demand for efficient service delivery, companies have had to rethink the way they conduct field services. They’ve realised the need to underpin their efforts through strategic coordination and matching the right technicians to the right jobs.

The National Computing Centre (NCC) conducted an in-depth report that explored the main drivers for improving effectiveness of field staff operations and key people-related issues. 58% of organisations featured in the NCC Insight Report that have started implementing field service management software have seen a marked increase in customer satisfaction ratings. Companies have also experienced increased field technician productivity up to 20%.

The four main drivers for improving the effectiveness of field staff operations are:

• Improving customer service levels.
• Improving worker productivity.
• Reducing the cost of field service operations .
• Improving reliability and timeliness of information coming back from the field.

Based on these key drivers, there are five areas of action which need to be optimised in field service management:

Scheduling

Customers won’t accept an eight-hour service turnaround. Not only is an exact estimated time of arrival (ETA) of the technician anticipated, there’s an expectation to remain informed should that ETA change. Optimising field service staff embodies a key operational metric and directly impacts on improving scheduling. Integrating that optimisation with an automated scheduling system considers staff skills, accreditations and available spare or required components.

Dispatch and course-plotting

Enabling a flexible scheduling approach means using GPS and real-time traffic data. Field staff can be accurately directed depending on location and traffic conditions to mitigate potential delays and improve response and travel times.

On-site performance

While supported by a constant connection to the office, field staff can record precise performance data with more efficiency. By enabling reporting of accurate arrival and departure information and particulars of work that has been conducted, companies and organisations can maximise precision and accountability. Mobile accessibility also ensures efficient on-site problem resolution.

Revenue generation

Field technicians have the unique capability to extend on-site services through a combination of specialised upskilling and tools. Such opportunities can see offers closed through digital signature capture or credit card transactions.

Travel and cost recording

Some companies and organisations track re-billing expenditure. By collating timely and reliable travel and spend data, they can condense billing cycles, reduce customer queries and days sales outstanding (DSO) for billing.

Driving automated field service management

Internationally, the Aberdeen Group’s Field Service 2013 Workforce Management Guide surveyed 156 service professionals from December 2012 to January 2013. Only 58% of respondents met customer satisfaction goals in 2012, 57% met customer retention goals and 51% met service profitability goals.

These statistics reflect a significant gap and emphasise the need for organisations to improve customer service performance through strategic means. Success is pinned on improving organisational efficiency and productivity. It’s important for organisations to move beyond analysis of the total number of jobs attended per day and evaluate the use of field technicians and maximise mobility capabilities.

Building an FSM framework

Important drivers behind an effective strategy include leveraging technology to achieve greater operational efficiency and effectiveness, strengthening organisational capability to provide a high-quality, cost-effective service and strong growth objective.

Identify the challenges

• Complexity: Relating to stakeholders, finance and scheduling.
• Multidisciplinary: Aligning different business units and having staff trained on various aspects of a new system requires comprehensive planning.
• Increased scope: It’s no small task to develop such a strategy, and resources will need to be strategically allocated.
• Pace of change: Companies and organisations operate in a digital environment in which consumer demand has rapidly increased.

Systems planning has important requirements. These include:

• Involve all stakeholders when conducting a gap analysis.
• Analyse strengths and weaknesses of the current system from the perspective of all stakeholders.
• Establish what dependencies there are between functional units.
• Have a big picture view for problem solving, communication and planning.

The critical success factors involve effective change management, identification and involvement of stakeholders, overcoming constraints, knowing your own assumptions and challenging them, and preparation for adapting the planned FSM strategy to changing requirements.

There are several common causes of failure. These include: the link between the project and the organisation’s strategic priorities; project measures of success; senior management ownership and leadership; engagement with stakeholders; skills and a proven approach to project management; selecting on price rather than value/benefit; breaking execution into manageable steps.

It is also important for businesses to address the right questions: What’s worked well with previous systems that have been implemented?; What didn’t work well and why?; What would you do differently next time?; What else needs to be considered to ensure a successful implementation?; What makes an FSM project implementation unique or particularly challenging?; How would you measure or define when an implementation is successful?; What would the role of HR be, if any, and how important is it for successful implementation?

Conclusion

Increased consumer demand is driving the need for improved field service mobility efficiency and reduced operational costs. The pressure of a rapidly expanding technology market has also influenced the methods through which companies manage field service data and coordinate technicians.

Integration and a cross-functional approach are more important than ever; organisations have to reduce operational costs and align FSM objectives with the overall business strategy. The link between customer experience and effective field service management represents a shift from traditional service models to business sustainability and continuous improvement. Technology plays a crucial role in facilitating and underpinning FSM operations.

Trends and developments in field service management will be discussed at the upcoming 6th Annual Field Service Management Summit to be held in Sydney from 19-21 March 2014. Each year the event brings together 200 senior-level professionals from across Australia and overseas to discuss the latest developments in field service management, workforce automation, asset management, dispatch management, general enterprise mobility and mobile computing to achieve higher workforce mobility and productivity, effective field force automation, advanced scheduling and automated workforce management with effective mobile workforce solutions.