From operator to optimiser

As the tech market reaches new heights and efficiency becomes ever more scoped as a crucial objective, the challenge is on to take field service management capability to the next level.

Field service mobility solutions have become a staple business tool - whether improving workforce productivity or meeting customer demand, many organisations have made an important step by implementing these systems, but many mobility programs are now under pressure to undergo enhancements from both a technology and process perspective.

Mobility toolbox

Service delivery organisations specify and select products and services using a range of requirements and methodologies. Some will be based on current supply and technical standards; others are new or disruptive to existing arrangements.

Crucial to a successful solution is how the various technology elements perform separate functions as part of an integrated tool. Ideally, field hardware, communications, client functions, security and support services will ‘just work’. One clumsy or unreliable element can spoil the entire solution.

Mobility solution should be seen as modular, with capability to change elements easily while maintaining client functionality and supporting the overall business process.

Software and hardware

A mobility solution isn’t just an app, it feeds into existing business systems, so many elements need to be addressed: software, hardware, deployment and integration into the backend. Properly resourcing the project, understanding trends and deciding whether to outsource or insource depends on the existing IT architecture and what support contracts and processes are in place.

Software decisions involve analysis of required functionality and data management processes and hardware selection should be based on physical and practical dimensions including expected environmental operating conditions, required service life, additional computing functionality and collaborative tools.

Simultaneous implementation of hardware and software is likely to be more challenging than separate execution, so it’s worth treating the exercise as a two-stage process, lessening transitional difficulties and increasing likelihood of a successful outcome.

Intelligent scheduling and dispatch

Scheduling and dispatch tools are critical to efficient delivery of field services. Field staff work autonomously and are the ‘last mile’ and direct point of contact with customers. They are not directly engaged in the process back at the office, so scheduling tools should be flexible and adaptable to manage workload evenly.

Viability in service person availability due to illness, leave or unexpected complications requires constant attention. Scheduling tools are truly intelligent when they identify the closest, most cost-effective appropriately skilled person. Dispatch decisions effectively balance priority, existing workload, skill set and distance to client.

Connectivity

Connectivity is directly related to capability. It’s important to address where devices will be deployed and in what type of environments, as it’s not feasible to store endless amounts of information.

Field staff should be kept connected and transacting. Telco services improve over time, but remote locations will always present issues. Mobility platforms must be flexible and support multiple communication methods, as well as manage disconnected states so work can continue without disruption.

GPS and real-time positioning

Real-time GPS location services are a powerful tool, as spatial awareness of available skills and resources supports the efficient technician deployment.

Spatial awareness drives efficiency through reduction of unproductive travel time, better customer communication and improved field force coordination.

There are several questions when considering GPS applications:

1. Where does real-time positioning fit? What issues are you trying to address?
2. Is it possible to get the same process outcome using other locational data?
3. Are there safety benefits which can be realised, such as mandown/SOS alerting?
4. Can GPS-/GIS-enabled services add value to field working practice?
5. What efficiency savings are you looking for through the use of spatial location services?
6. What is the IR situation? Are you ready/prepared to have the conversation about GPS location tracking?
7. Where are the win-win scenarios?

Communication between software, hardware and corporate systems

Information stores, service databases, field clients, reporting systems and associated business rules are all key aspects of efficient delivery, but they deliver no benefit in isolation. Service managers need information systems to integrate and be flexible.

The choice to build, buy, modify or replace system components over their respective life cycles is an ongoing exercise - identifying new opportunities to streamline and centralise data and workflow management.

Centralised systems, single sources of ‘truth’, common data interchange frameworks and transport mechanisms which enable efficient technology interoperability are the goals.

Add-ons and advanced systems

Solutions that integrate with an existing mobility system must support processes via an intuitive and logical flow. Field staff should transact quickly with minimal distraction and technology elements must support working practice.

The life cycle of synchronisation should be accounted for, as certain products or technical functions might not be capable of interoperability. Consider hardware, software and functionality in real-world usage scenarios.

Trials and pilots

Well-planned implementation includes process trials to unearth anomalies or reveal inaccurate assumptions made at the planning stage. Trials will reveal the degree of alignment with vision, as well as utility of the technology platform to its application in working practice.

Trials are also an excellent mechanism for establishing a collaborative environment and relationship between the field workforce and corporate teams.

Implementation and sustainability

The best mobility solution can be rendered useless through poor implementation. The goal is to introduce a new technology within existing processes, so the end result is an overall improvement. This requires an engaged and collaborative approach and the scale of change needs to be sensitively managed.

People will adapt to change over time if they are not burdened with too much at once. Introducing new tools and capability over time gives people a chance to adapt to change and gain confidence with the new tools.

Work on the premise that something better will be around the corner - two or three years are the ideal timeframes for changeover - and also think beyond the users and involve everyone who will play a role in successful implementation and use.

Field service mobility is rapidly becoming far more than a strategy or program for companies; it’s transforming into a key business enabler. The amount of new technology accessible is an exciting prospect; but that’s only half the story. Business processes and organisational agility have equally important roles to play. Together, these elements can pave the way for companies to move from operators to optimisers.

Image credit: ©iStockphoto.com/shotbydave