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The Future of Mobile Computing for Utility Field Workforces Steven A. Radice, Director, Utility Consulting.

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Presentation on theme: "The Future of Mobile Computing for Utility Field Workforces Steven A. Radice, Director, Utility Consulting."— Presentation transcript:

1 The Future of Mobile Computing for Utility Field Workforces Steven A. Radice, Director, Utility Consulting

2 Vancouver, Canada Chicago, USA Reading, UK MDSI  Employees: 325  Founded: 1993  2003 Rev: $47M  Public Co: NASDAQ: MDSI TSX: MMD Pretoria, SA Paris, FR Sydney, AU Copenhagen, DK Dallas Philadelphia Denver Detroit

3 Business Mobile Workforce Management (WFM)  An enterprise-wide business function  Manages the creation, dispatch, and completion of work (scheduled or not) assigned to field personnel  Workforce operates hardware that typically communicates over wireless networks (either public or private) Advantex Inspection & Maintenance Repair Service Construction Wireless Work Orders CISAMOMS Enterprise Apps. Growth

4 Distribution Management System Distribution Planning SystemCIS/CRM Geographic Information System Work Management System Work Design Outage Management Benefits Improved customer service Increased labor productivity Reduced drive time Eliminated paperwork Reduced voice radio Reduced overtime Reduced data entry Functions Dispatching/job monitoring Work load assignment/leveling Appointment commitments Status and completion reporting Field resource management Real-time information flow Inspection and Maintenance Call Center Customer Service Mobile Data/Mobile Workforce Management

5 Key Benefits and Measures  Complete more jobs10 - 20% more  Drive shorter distances10 - 15% less  Meet more appointments20 - 30% more  Employ fewer dispatchers50 - 80% reduction  Fewer dispatch centers50 - 90% reduction  Fewer data entry clerks50 - 80% reduction  Reduce overtime40 - 60% decrease

6 Key Benefits and Measures  Lower customer churn35 - 50% better  Shorten time to provision service20 - 40% reduction  Increase service availability20 - 40% increase  Increase up selling10 - 25% increase  Improve customer data quality95% fewer errors  Increase employee satisfaction25 - 50% increase

7 Mobile Workforce Management Solution Today  Established and accepted  Over 300 utilities worldwide  In-place wireless communications networks including private, public, RF, CDPD, satellite  2-way interfaces to multiple source systems  Achieving return on investment  Mobile terminals from 4-6 vendors

8 What’s Next? A Client Excerpt: Mission of Project 1. Confirm & prioritize the business requirements Define business requirements for the selected processes to inform subsequent sourcing activities 2. Process flow optimization Gain experience to optimize and verify the ‘To Be’ processes. 3. Evaluate application capability Understand the capabilities of the applications available to understand how closely they meet with Our requirements and to finalize specification. 4. Identify business benefits of mobile workforce management – tangible & intangible - Explore new ways of working in the field, and assess the impact on both field, office and support staff 5. Identify “softer” benefits to individual users Explore ways in which the solution can improve a user’s personal job and performance 6. Develop Implementation approach Inform approach for rollout sequence, training, communications 7. Simulate business interest and involvement Present the opportunities to the business

9 Long Cycle Multiple days per job Highly planned Short Cycle Multiple Jobs per day Reactive planning Planned Work Large crews Significant Field based Complex data Designed & Planned Un Planned Work Small crews Simple Data Real Time update Metering Maintenance Repair, Switching, Unplanned Outage Customer Services, Gas Leak, Tree Trimming, Outdoor Lighting Inspection, Testing, Survey, Gas Leak survey Planned Outage Tree – Trimming Capital Construction Core Business Work Types

10 D. Enterprise Mobile Workforce Management - 2004

11 A Utility Mobile Workforce Management Scenario  Merger of Blue Gas Company and Sky Electric Company formed Blue Sky Gas and Electric  Joe Turner; Senior Field Technician  Has had in-depth cross training in: -Field operations -End-use of technology tools -CRM techniques  Considerable investment in Joe  Focus on customer service/efficiency

12 A Utility Mobile Workforce Management Scenario  Joe leaves from home; loaded MDT at 7am with work received via Internet or dial-up/cable modem/DSL line  Variety of service and AM work; some filler, some appointments  Assigned to a bounded territory with backup areas  Work is already logically routed but he can change it as needed  Clicks icon to see his first order, its GIS map and asset attributes, and needed materials for order

13 A Utility Mobile Workforce Management Scenario  First call in new subdivision is a firm appointment; clicks land-based map on the MDT to see location and best route  Meets owner at 8am to turn-on power  Safety check of house and appliances before turn- on; turns power on; does inventory of all load- bearing devices  Washer but no dryer  Owner says she bought from Blue Sky but doesn’t know ship date

14 A Utility Mobile Workforce Management Scenario  Returns to truck and uses his MDT to access (via wireless) Blue Sky Intranet site  Pages through appliance offerings, clicks hot links for order status  Downloads info to CE device; brings it into house for owner review  Completes install appointment on PDA/MDT  Also completes turn-on order details

15 A Utility Mobile Workforce Management Scenario  Leaves house; has just received an AM order due today that another tech could not get to because of emergency  Joe arrives; clicks for GIS representation of asset location and attributes  Clicks for the inspection and safety procedure for that equipment  Conducts inspection; enters results and a minor deficiency; creates work order for follow-up  Photographs with digital camera; attaches to order

16 A Utility Mobile Workforce Management Scenario  Next order nearby: install short length of pipe in ditch previously dug  Consults GIS drawing of site design  Does work; reflects as-built to update GIS; also notes redline correction of location  Use of parts is reflected in order completion for materials replenishment  His order status is communicated real-time  His timesheet is automatically completed as he goes  Next order just came in, from OMS  And so on …

17 #TypeSourceLocationComments 1ServiceCISAClosest to barn 2Meter ReplaceAMAOrder Aggregation 3ServiceCRMBNext closest 4Appointment CIS/ABSC1-hour window 5WMS TaskWMSDTask/Complex 6Outage (local)OMSJRe-routed from here 7ServiceCISIRe-read 8LunchKFCHUnavailable status 9ServiceCISGTurn-off 10Meter Insp.AMFFiller job 11Substation MaintAMEFiller job 12ReturnBarn or home Joe Turner’s EWFM Scheduling Results A-J; Actual

18 EWFM Scope OutageManagement EWFM WorkManagement InventoryManagement MaintenanceAssetManagement EnterpriseApplicationsCRM Billing System GIS Call Taking MobileGIS Network Outage/Fault Detected Dispatch Outage / Repair Work to Field Plan Future Repairs to Network Create and Schedule Future Work Track Consumable Parts on the Vehicle Scheduling checks for parts Update Systems with Information from the Field Schedule Maintenance of Assets Update Asset Database with Information from the Field Update Enterprise Applications

19 EWFM Progression  3 Generations  Discovery: 1988 -1992  Expansion: 1993 - 2002  Evolution to Enterprise-level Integrated Field Resource Management: 2003 - ?  Movement from a single purpose “siloized” system to an enterprise wide foundation solution

20 Thank You! Steven A. Radice, Director, Utility Consulting

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