Service Optimisation by Workforce-Management
and Field Service Management
>>> What is WFM und FSM?
Digitising Customer Service to make your Service Management more profitable
Based on the last incident mLogistics® realises dynamic scheduling and 100% end-to-end service management
Do more with less effort -
what's Field Service Management?
Field Service Management is the control of the Mobile workforce at a Customer site to maintain equipment and resolve service requests or problems.
By optimising the scheduling of resources and timely material supply, there are potentially enormous cost savings and revenue enhancement opportunities. The right technician with the right material and with direct support from their office enables problems to be solved instantly on the first visit. This saves costs and increases Customer satisfaction.
What is the goal of Workforce Management?
1) Optimising efficiency
- Capacity utilisation
- Best-practice processes for consistent resource planning
2) Reducing cost
- Improve planning and control
- Free up time by real-time scheduling
- Material flow secured by inventory control
- Increase first-time-fix-rate
- Integrate service partner efficiently
- Automate maintenance contracts and SLA
3) Maximising yield
- Serve more Customers in less time
- Increase material turnover
- Generate sales at the Customer site
Service Management Objectives
- Record and plan all application requirements in one place
- Accept Customer queries online and edit them online
- Support service technician online at Customer site
- Digitise order documentation and billing
- Manage Customer installations and maintenance contracts proactively
- Analyse earnings figures for continuous improvement
Prepare and digitise service requests
- By integrating a Customer portal for online service requests, enquiries are processed digitally. Recent maintenance tasks are continuously integrated into job scheduling and automatically reported service requirements (IOT) are managed by priority. Necessary materials must be recognised and solutions prepared. Additional revenue opportunities by the on site technician must be directly usable.
- Job scheduling needs to take into account both urgency and Customer priorities, while using the existing resources for an optimal and cost-effective solution. A Customer-first approach weights the job potential based on Customer history and prospects. The selection of the appropriate service technician’s skills and service vehicle inventory, based on forward-looking material planning, is supplemented by taking into account employee preferences for best motivation.
Service Engineer support
- Mobile support for a service technician requires optimised GPS/traffic routing and access to Customer history and site documentation - online and offline. A direct exchange with work colleagues and experts in the base office are supplemented by video transfer and possible Augmented Reality solutions, thus enabling a significant improvement in first-time fix rate. Supplementary job proposals at the Customer’s site need to support a direct order for instant execution.
Work Order closing
- Digitisation of working documentation and billing with direct report sign off, streamline activities and allow for immediate invoicing to support a paperless office. Detecting changes and updating the Customer's profile, with the chance to conduct a Customer survey, plus further consulting, provides new sales opportunities and direct on site offers.
Back Office and Administration
- Redundancy-free plant documentation and maintenance contract management provides the basis for forward planning and material procurement. Individual contract, warranty and service agreements together with price lists must be available and customisable. A Reverse Logistics Management with dynamic material planning must ensure service availability and new revenue opportunities. Improvement proposals based on technical reports must be channeled and the tools and vehicle inventory must be documented.
Analysis & Integration
- Levels of integration, and availability of Key Performance Indicators (KPI’s) provide the basis for ongoing monitoring and improvements. Basic parameters, such as service technician efficiency and first-time fix rate must be supplemented with key data on effort per work order and equipment. Integration with existing ERP systems must take into account the priority for Customer and logistic-based decisions and needs to enable a company-wide process engineering based on service criteria.
Service Automation as an Integrated Model