Resource Type: White Paper
Published by: Kirona
Title: Six steps to being a leader – the field service checklist
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Field workforce management software enables organisations with a mobile workforce to significantly improve their operational performance. The State of Service Management 2015: Connect To Your Customers report by Aberdeen’s Aly Pinder found that best-in-class field service organisations achieve on average a 14.4% year-on-year improvement in workforce productivity compared to a 4.1% industry average.
This white paper looks at six key steps that field service companies must take in order to reach these heights themselves and establish their organisations as leaders amongst their competitors.
Topics within the white paper include:
- Optimising resource planning: Field resource planning is complex. If you have 100 workers carrying out 5 jobs a day, then that are 10,000,000,000 (1 billion) possible combinations of how those jobs could be allocated. There may also be a myriad of additional scheduling criteria such as worker skills/trade, certification required (and the validity dates), languages spoken, job time frame (appointment slot/site access), the region/ geography, the worker’s experience, parts, materials, equipment required, and the list goes on. No human planner can possibly consider all these scenarios and determine which is financially the best option with the highest chance of customer satisfaction. It is therefore, not surprising that over two-thirds of Best-In-Class service organisations leverage software for Optimised Resource Planning.
- Making and keeping appointments: Compliance to your work schedule is critical for two reasons, first it ensures you are working in the planned most optimum way, but second and more importantly, it means you are delivering against commitments to customers. For work types that require a customer appointment, the complexity of scheduling increases. Now an organisation needs to schedule work by considering two diaries; that of the workforce and the customer. Appointments are also disruptive to the customers, so keeping them is essential to achieving high customer satisfaction
- Connecting with the mobile workforce: Equipping field workers with mobile devices is a well-trodden path, however, whether through limitation in mobile working applications or lack of integration, we tend to find that most field service organisations are not maximising the full potential of connecting the field workforce.
- Real time tracking and dynamic scheduling: One of the biggest challenges for any organisation is how to track and monitor field-based activity and to manage the emerging day. Exceptions will always arise, whether through an overrun, no-access or emergency work, the skill is being able to take this in your stride and be able to dynamically reschedule work to take into account the unexpected while ensuring you continue to work to the most optimum schedule.
- Analysis & Continuous improvement: Standing still is not an option for field service organisations. We see continual change from our clients’ including customer demands, executive level priorities and changes in the workforce – all of which requires them to analyse and continually improve their operation. Knowledge is key. Understanding every aspect of your field service operation, gaining insight into not only what is happening, but why this is happening, and then being able to take action on this insight.
- Integration leads to automation: The more staff ‘touch points’ that are required in a service process, the greater its inefficiency. Not only do manual processes create a drain on labour and therefore an increased cost, they are error prone and they create timescale lags. Workforce management software provides an opportunity to avoid this by automating key activities in the service management chain of processes. The more 3rd party systems that are integrated into automated workflows, the greater the benefit to the organisation.