ARCHIVE FOR THE ‘utilities’ CATEGORY

Gas Smart Heating Ltd has rolled out a high tech mobile workforce system as part of a paperless management system.

A specialist in domestic heating and plumbing, Gas Smart Heating has equipped its field engineers with tablets running jobWatch, a 5 in 1 app supplied by BigChange. Incorporating vehicle tracking with real time job reporting via the tablets, the system provides Gas Smart Heating with a complete end to end business solution.  

 

Headquartered in Brighton, Gas Smart Heating provides reactive gas and plumbing maintenance including boiler and appliance installation. Formed just 5 years ago the company wanted to introduce the latest technology to underpin further expansion. The BigChange system has replaced existing software and paper-based systems, eliminating paperwork throughout the business.

 

“As we began to grow and recruit more engineers, we realised we needed a much more professional system in order to match larger service providers such as British Gas,” says Steven Cahalane, Director, Gas Smart Heating.  “We really needed a single system that would do everything and it was clear from the outset that BigChange offered something that fitted the bill exactly.”       

 

Gas Smart Heating use JobWatch to log incoming calls, schedule work with jobs sent electronically to the assigned engineers’ tablet.  With real-time data from the job, the office is always kept in the picture and can quickly resolve any issues - with invoices generally raised on the day of job completion.

 

“In implementing the BigChange system we wanted to get in early with the latest technology and as state-of-the-art software it gives us a crucial competitive edge in the market.  With JobWatch we are probably 25 percent more efficient; without it we need more office staff and I would be overwhelmed with administration tasks and paperwork.  In fact, without it we simply wouldn’t be able to compete,” comments Cahalane.

 

BigChange matches the functionality of systems costing hundreds of thousands of pounds used by national utility firms. This allows new independent players like Gas Smart Heating to enter the market and match the levels of service provided by the traditional suppliers.”      

 

Operationally, JobWatch has been implemented to provide information on appliances and job history information so engineers have visibility of previous faults and work done.  The system also manages stocks and parts purchasing so engineers no longer face delays on jobs waiting on parts.  

 

As part of JobWatch vans are fitted with satellite tracking.  Previously engineers were being called to check on their whereabouts but the system has eliminated that by providing email or text ETA alerts to keep the customer informed on the day.  Customers are also able to track engineers progress via a link they receive by Gas Smart heating. 

Artificial Intelligence and Machine Learning firm will work with B2B renewable electricity supplier.

By utilising the latest Artificial Intelligence (AI) and Machine Learning (ML) tools from AI innovators, Inawisdom and Amazon Web Services (AWS), Drax Group has transformed its data insight and customer intelligence to personalise the services it provides to its customers, through its B2B energy supply businesses Opus Energy and Haven Power.

As a leading light in the renewable energy market, Drax Group is passionate about providing innovative and sustainable solutions for customers and has a mission to enable a zero carbon, lower cost energy future. As part of this initiative, Drax wants to identify any anomalies in energy usage, to help demonstrate to customers that it really understands how they’re using their electricity. Drax Group partnered with Inawisdom to deploy state-of-the-art Artificial Intelligence across its data and has since been able to provide a much higher standard of customer service.

“Our relationship with Drax Group has been a success story from the start,” said Neil Miles,CEO and co-founder of Inawisdom. “The utility sector is one of our core industries where AI and ML is proving a powerful instrument. Together with AWS, we were able to use our rapid deployment model to quickly find the real value in the data Drax held and help it to achieve goals effectively and efficiently”.

“Our partnership with Inawisdom and AWS has enabled us to draw insight and intelligence from our data, which was previously too complex to see,” reported Bjoern Reinke, Smart Director from Drax Group. “We can now immediately identify unusual usage and respond accordingly, providing many benefits for our customers and in turn Drax Group’s B2B supply businesses. The speed this capability has been provided is a revelation”.

Green Network Energy UK will deploy Salesforce's CRM platform in Summer.

Green Network Energy UK has announced a partnership with Salesforce that it hopes will enhance its digital transformation and customer care programmes.

The independent energy supplier, set-up in 2016, plan to expands it use of the CRM platform in the summer which will see a new customer self-service online portal for customers that communicates service updates, tariff renewal options and allows for meter readings to be submitted.

Green Network Energy UK's Founder and CEO Sabrina Corbo says the technology roll-out will benefit their customer base. "Our aim has always been to make our customers feel special," she said. "We are committing to an enhanced relationship with our customers and showing that we are here to make a big difference as a big organisation in the energy sector.

Commenting on the partnership, Salesforce's SVP EMEA Cloud Sales, Sanj Bhayro said the modern-day utility customer now expects immaculate service. "Much like other industries, customers' expectations in the energy sector are on the rise, with customers demanding a seamless brand experience, getting support when the need it and on the channel of their choice. We're delighted to be working with Green Network Energy to realise their vision of connected, personalised service," he concluded.   

Underpinned by regulation and historically reluctant to embrace new technology such as big-data, the utilities service sector finds itself at a crossroads. Will 2019 be the year of the customer with industry watchdogs taking a back seat? Field Service News' Deputy Editor Mark Glover finds out more....

I write this article in the second week of January. An odd time when faded Christmas trees lay abandoned in gardens, and flashes of tinsel peek through wheelie-bins. Festive memories seem a long time ago and the summer seems even further away as we return to work. We snooze the 6am alarm, reluctant to step into the cold morning.

Symbolising this grim time of year is the broken boiler. Plummeting temperatures mean faults are common and energy companies come under pressure to respond and to deliver first-time fixes. Customers, particularly on a cold January morning, want radiators hot and their showers hotter.

In Britain, central heating was introduced in the 70s. Then it was seen as something of a luxury. Today it is seen as a basic requirement, we miss it sorely when it’s not around so when the boiler flame goes out, we demand a quick response from our supplier. An expectation affirmed by the Uber and Amazon delivery service-times we operate in.

So has the utility sector adapted to the modern customer demand and if not,what does it need to do to keep up? Are they instead content to just keep their regulators at bay? And what about technology adoption? Do firms still feel uncomfortable dipping their toes in big-data lakes?

Historically, utilities have felt ring-fenced from competition. The majority of companies have a monopoly over the areas they supply. Investing in complicated and costly digital strategies has never been high on the agenda. Stephen J Callahan IBM’s VP of Global Strategy and Solutions for Energy and Utilities explained why outfits remain sceptical in an article for RDMag in 2015: “The analytics opportunity for utilities is clear,” he wrote, “but there continues to be a lack of real push and value delivery. Companies have been concerned about the high costs and complexity of data. “Technology shifts, regulatory changes and the emergence of empowered consumers all demand a new approach to customer engagement. With analytics, energy companies can make the shift to engage with customers in highly personalised ways that can increase customer satisfaction, lower the cost of service and promote new products and services,” he urged.

For UK energy companies, customers switching tariffs and regulation from the Office of Gas and Electricity Markets (OFGEM) are the main drivers influencing its customer strategy. Transparent costs and price comparison sites have
made swapping easier for consumers and in 2016, 4.8 million frustrated households did just that. Their main reason? Poor customer service.

That said, despite the numbers, and a strong PR campaign around the ease of which it can be done, the rate of switching is perhaps not where OFGEM want it to be. “I think switching is happening but probably at a lower level than the regulators would be aiming for,” explains Laurence Cramp from Leadent, a managing consulting and technology business specialising in field service. “Mainly because people are using the supplier in their area and they’ll stay with that supplier.

“It also comes from the fact that tariffs are all in and around the same range so consumers tend to be paying about the same price for their energy. The customer service may be better or worse at some or others but that’s not necessarily linked with what billing platform they’ve just integrated. I think people probably look at the power sector and think it’s much of a muchness.”

In the UK, British Gas, SSE, EDF Energy, npower, E.ON UK and Scottish Power form the “Big Six”, the suppliers who provide the majority of energy to the UK. Smaller and more streamlined energy companies, with a strong focus on service exist, yet consumers seem content to stick with the top names.

Of those, British Gas is the UK’s largest energy supplier and can lay claim as the world’s first public utility company. Set-up in 1812 as The Gas Light and Coke Company, the firm provided customers with coal-based energy. The sector, and technology, has moved on considerably – not least with the advent of electricity – and British Gas has done its best to keep-up, adopting technology to enhance its customer service processes. It recently rolled-out its ‘On My Way’, real-time engineer tracking facility, enabling customers to see the precise location of the engineer, producing an accurate arrival time for time-starved customers.

"In 2016, 4.8 households switched energy supplier. Their main reason? Poor customer service..."

Tim Andrew is the CEO of Localz, the company behind British Gas’ location tracking technology. He says 2019 will see utility watchdogs push companies hard when it comes to customer service. “Regulators continue to increase their focus on customer experience, using both penalties and incentives to drive same-year measurable improvements,” he predicts.
“This year will show that the companies who outperform the industry, continuously focusing on providing transparency and control to consumers, rather than running a project to meet the minimum regulatory requirements.”

Consumers are hamstrung to the area they reside: Southern Water, Thames Water, Yorkshire Water for example, with customers unable to switch tariffs. With consumers locked-in to contracts, how are suppliers kept on their toes to ensure they deliver on customer service?

Here, the Water Services Regulation Authority (OFWAT) keeps economic tabs on companies. Set-up in 1989 following the privatisation of England’s 10 water authorities, it carries out a review every five years with this year (2019) being the next period of scrutiny.

This cycle will see companies adopting a Customer Measure of Experience (C-MeX) incentive approach, intended to focus firms on delivering a high-standard of customer service. C-MeX supersedes Service Incentive Mechanism (SIM), a customer satisfaction survey carried out four times a year by the regulator, and will link financial incentives to the performance level of the best performing companies.

Cramp believes the new approach will spur-on companies, through the use of technology, to be more comprehensive in their customer focus. “C-MeX is there to encourage firms to be more holistic and rounded in what they do for their customers,” he says. “This is a good time for water firms because they’re now all gearing up for the next five years and undoubtedly customer service is a really big part of that with a lot of focus on investment in technology to help
with that.”

However, he suggests the water companies are some way behind their energy counterparts who, driven by their own regulator OFGEM, have already integrated such initiatives “I see the water companies playing catch-up with where the power utilities were five years ago. I think the energy regulator has been on that case a little bit ahead of the water companies than OFWAT,” he says.

The utilities sector is a broad market, however like field service, which straddles numerous verticals, there exists an opportunity to share best practice across its own verticals: water, electricity and gas. Is it possible for the energy sector to extend its five years of technology-focused customer learning to its water counterparts?

“In our daily lives we take a great experience from one industry, and get frustrated when that isn’t available in another,” says Localz’ Tim Andrew, who is adamant it can. “As a business, trying to meet, let alone exceed customer expectations by
taking input from just an internal or single industry perspective is futile. Cross-industry collaboration and product development is critical.”

As well as working together, the sector needs to invest sensibly in technology, particularly around customer service. There are murmurings that this is starting to happen, particularly in the water industry but how long this will take is even less clear. Studies suggest that worldwide firms are setting aside funds to do just that. In 2015, GTM research anticipated utility company spend on data analytics growing from the $700 million spent in 2012 to $3.8 billion by 2020, a huge leap but it need not be a leap into the unknown and at all times, the customer should be at the heart of any decision.

“Becoming a customer-centric, information driven organisation is no longer simply an option for most utility companies. It’s a business imperative,” Callahan said in his 2015 rallying call to the utilities sector. Four years’ on, will his words have had an impact?

Watch this space.

Water and waste company Severn Trent is on the lookout for new and innovative ways to manage its water pipe network, and is now looking to the robotics sector to help provide solutions to some very specific issues.

The company is looking for individuals, companies and others to share their research or practical solutions to issues such as checking on water pipes buried several feet underground or even the automatic repair of pipes that have burst.

Dr Bob Stear, Deputy Chief Engineer at Severn Trent, explains: “Simply put, we want to see what’s out there when it comes to robotics and whether there’s anything that already exists, or which could exist in the near future, to help us with some of the issues that we face today with the thousands of kilometres of water pipes that we own and operate.

“It might be that there are devices, or research, that has a practical application in our industry but which was actually developed for something completely different.

“The beauty of this process is that we have no idea what diverse technologies might come back --but we absolutely do know the areas of our business where we think a technology solution could help us, and therefore our customers.

“We’re really excited to see what’s out there in the world of robotics and look forward to talking to the market about how this fascinating technology can help us to deliver wonderful water to our customers.”

Full details and provisional tender documents are accessible via the Bravo Solutions Tool:

severntrent.bravosolution.co.uk/web/login under the project identifiers;  project_666 - Request for Information Soft Market Test Robotics Market  and rfp_648

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We look at how power generation manufacturer Dale Power Solutions have improved their service delivery operations by using Eagle Field Service by Exel Computer Systems...

Company Profile:

Dale Power Solutions, based in Scarborough, employ around 300 people and have been manufacturing and providing maintenance services for generators and UPS systems since 1935.

The Challenge:

Dale Power Solutions had planned for increased efficiency throughout the business as a whole, but specifically targeted the service division for increased revenue growth.

The Solution:

A single ERP solution for manufacturing and service, with the flexibility to tune the solution to changing needs

The Benefits:

Increased efficiency through greater automation, as well as improved reporting, has supported a 40% increase in revenue

The Detail:

Is bespoke or off-the-shelf better?

Thanks to Exel's EFACS E/8, the best of both worlds is available. Following a business process review, Dale Power Solutions has found EFACS has improved its management reporting, enabled business process automation and supported strong business growth.

Founded in 1935, Dale Power Solutions is a leading provider of secure power solutions for situations requiring uninterrupted power. The company manufactures generators and UPS systems as well as providing maintenance services. Based in Scarborough, Dale Power Solutions employs around 300 people.

The company used to rely on multiple applications for its manufacturing and field service divisions. The software had limited functionality, so EFACS E/8 was selected and implemented in early 2014 as a single solution to cover both areas of the business, with 100 back office users and 75 remote engineer users.

While the manufacturing side of the system worked well, the initial deployment of the field service element had been to a basic level, without a great deal of tailoringWhen IT and Communications Manager Az Yasin joined the company in late 2014, he recognised that the system hadn't yet achieved its full potential.

"EFACS E/8 had been deployed with all the modules," says Az. "It was an off-the-shelf package along with one or two customisations."

While the manufacturing side of the system worked well, the initial deployment of the field service element had been to a basic level, without a great deal of tailoring. The company’s plan for 2015 was to rely on the flexibility of the solution in order to increase service operations from 30% to 50% of its turnover

"The key problem for us was that we were trying to grow our services. There were processes that needed to be fixed through EFACS E/8."

Although the original implementation had delivered improvements, with some business processes changed to fit. Not everything had been automated, including service engineer scheduling, and some spreadsheets remained in use. The reason? Insufficient business process mapping to identify the data required.

Gap Analysis:

A project team was formed in 2015 to improve the use of EFACS E/8 for increased business efficiency.

"We decided to do a gap analysis of the whole organisation," says Az. "We identified the key issues and listed about 100."

This list was divided into areas that could be fixed in-house and those that depended upon Exel's consultancy services. The idea was to streamline data and process flow.

"The key was giving end users improvements to meet their needs."

An improvement programme began with an Exel consultant spending 10 days on-site. As refresher training for the project team, the consultant also demonstrated the field service capability and then advised on the changes. These covered everything from quotation and contract management, through to service delivery and documentation.

"Exel know their product very well. They were able to guide us through."

Supported by temporary contractors and Exel's consultancy services, the project team set to work. New reports were written in-house making use of new custom fields for business data.Supported by temporary contractors and Exel's consultancy services, the project team set to work. New reports were written in-house making use of new custom fields for business data.

There were improvements for service, engineering projects, manufacturing amendments and the supply chain. The strength of the Customisation Toolkit provided a useful way to enhance standard functionality.

One task was a set of electronic forms for service engineers to record details, such as defects found. Used on mobile phones, this enabled data to be captured, processed and uploaded into EFACS E/8. Other highlights included new buttons to 'push' service data into other areas, such as new quotations.

Exel also delivered some of the required changes in a new software release.

"Exel performed well in making the changes. We managed to quickly achieve about 75% of what we set out to do."

New Efficiencies:

The company has seen a £10 million growth in turnover in three years to £35 million. Greater automation, backed by improved business reporting, has supported that 40% increase. For example, higher efficiencies in purchasing have benefitted manufacturing and service operations, including vehicle stock replenishment.

"EFACS E/8 has enabled us to grow quite rapidly," says Az. "The service division is using the system more thoroughly than ever."

Service engineers have new Samsung mobile phones. These run the field service application and support completion of the electronic forms. Service engineers have new Samsung mobile phones. These run the field service application and support completion of the electronic forms. Mobile usage is now better and quicker than before.

The inherent integration within EFACS E/8 allows the separate business divisions to feel joined up. There is now commonality between the business divisions, as it offers easy access to, and use of, shared information.

"We are looking to be clever with the Customisation Toolkit on some key processes in order to improve them further," says Az. "EFACS E/8 is very customisable and I think that is one of its biggest strengths for Dale Power."

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Michael Blumberg, President Blumberg Advisory Group explains why Augmented Reality will be at the core of field service in the not too distant future giving examples of three companies that have already embraced this game-changing tech...

Want to know more? You’ll find a white paper on this topic @ fs-ne.ws/7Q9230fLKu7

If your Field Service Organization (FSO) is not using some form of remote telepresence or video collaboration tool today like Augmented Reality (AR) or Virtual Reality (VR), chances are you will be in the future.

There are many compelling data points and trends that support this prognosis. First, a recent study by Salesforce.com reports that 92% of service executives indicated they need to transform their service models to keep up with consumer needs.

Second, according to Aberdeen Group, Best in Class field service organizations are 72% more likely than their peers to utilize visual collaboration tools (e.g., AR/VR). It is only a matter of time before other companies follow suit. Third, end-customers have begun to expect this type of service experience. Indeed, 84% of millennial customers have used a self-service portal for customer service. The immersive nature of AR/VR apps makes it the ultimate self-service experience.

Customer demand is obviously a critical factor driving the proliferation of AR/VR applications in the field service industry.

Fueling the demand for AR/VR technology is the fact that it is both relevant and effective within a broad array of industry segments and use casesAs a result, the use of collaboration tools like AR will become the standard by which customers evaluate and measure field service performance. Fueling the demand for AR/VR technology is the fact that it is both relevant and effective within a broad array of industry segments and use cases.

Indeed, it is difficult to find any technology segments where AR/VR does not have practical value. In fact, any technology that is comprised of electronic, electro-mechanical (e.g., pneumatic, hydraulic, etc.) or electrical components can benefit from AR/VR enabled service and support.

Another factor driving demand is the fact that early adopters are achieving measurable results from the deployment of AR/VR pilot projects. For example:

Siemens Industrial Turbomachinery is exploring AR and VR solutions to increase both field service utilisation and productivity while reducing travel expenditures. AR would enable the company to send technicians who communicate with remote experts, thus reducing the total number of man-hours on site as well as travel costs.

Bombardier, a provider of propulsion and control equipment for trains, was able to make significant savings, per service event every time they utilized AR to resolve technical issues remotely.

Bosch Rexroth, a manufacturer of hydraulic drive systems, spent every year in Sweden alone a lot of travelling time to go to customer’s sites to inspect what problem or question the customer had prior to deploying AR. The company now offers its customers the option of purchasing support hours to their value-added service offering that utilizes AR to deliver remote support. The collaborative and visual aspects of this technology are far more effective than telephone support. As a result, Bosch Rexroth is now able to provide quicker uptime to customers while generating a profitable income stream.

The technology industry, of which field service is a subset, is already considered to be the biggest economic driver of ARIn the coming years, we are likely to see an exponential growth of AR in the field service industry. In fact, the technology industry, of which field service is a subset, is already considered to be the biggest economic driver of AR. Furthermore, industry forecasters anticipate that expenditures on AR technology will exceed $100 million by 2020.

While we are likely to see new developments in AR/VR feature functionality, this technology will be deployed in one of two environments:

1. In support of an existing installed base of equipment
2. Embedded in the design of new products

We are also likely to find different versions of AR deployed in the field. For example, certain service environments, like Oil & Gas or Utilities, may require that AR applications be integrated with rugged wearable devices to deliver a hands-free environment, whereas non-rugged wearable devices or smartphones/tablets may be more than sufficient in enabling a collaborative experience in markets like IT or Telecom.

As technology improves it is very likely that consumers will purchase AR for business use in much the same way they purchase their own laptops and smartphones for similar business use. It is also quite possible that “Bring Your Own Device” (BYOD) will apply to AR as well.

This will completely change the paradigm of service support and break down barriers to finding and hiring talent, which in turn will continue to facilitate the use of freelance technicians. Regardless of future possibilities, these potential developments should not stop FSOs from investing in AR and reaping the benefits today.

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