Mobile Expert Video Series: Baseplan's Nigel Hammond

On a cold, wet and windy day last week in Sydney, Australia I was able to step out on a pier in Sydney harbor and interview Baseplan Software's Nigel Hammond about enterprise mobility, the equipment rental industry and asset management.

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Kevin Benedict, Independent Mobile Industry Analyst, Consultant and SAP Mentor Volunteer

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Full Disclosure: I am an independent mobility analyst, consultant and blogger. I work with and have worked with many of the companies mentioned in my articles.

Mobile Application Integration Platform - For Data Collection and Cloud Computing Services

An increasingly large amount of data is being consumed by mobile handheld computers and Smart phones. This data can come from a wide variety of sources and be in many different formats including GPS, LBS (location based services), SMS, voice, Email, Video, digital photos, barcode scanning, RFID, voice memos, documents and Bluetooth data connectivity to a large variety of data collection tools and equipment. The data can come from many different ERPs, database applications and SaaS (software as a service) offerings in a cloud computing environment.

The demand for mobile applications and mobile devices to be able to consume all of these various data sources and formats creates a need for an mobile data aggregation platform for mobile data feeds. This data often needs to be integrated into a mobile application somehow so the data can be used by the mobile worker. Some of this data can be aggregated on the database server side and downloaded or streamed to the mobile device, but data collection equipment and some applications are connected directly to the mobile device. For example, a voice memo application, GPS reader and a barcode scanner may be directly connected to the mobile device. The results of the barcode scan and the GPS data may be synchronized with the ERP to identify an asset that is located at a particular location. A data collection form that helps document the condition of the asset needs to be integrated with a digital photo, GPS data, voice memo, barcode scan and the asset data downloaded from the ERP. All of this data once aggregated, can be updated and synchronized back with the ERP.

There are some data sources such as weather conditions, shipment tracking and currency exchange rates that may be available as web services. This data also may be required on the mobile device, and even incorporated into the mobile asset management application. How do you bring all of this data together from the server and from the data collected on the mobile device so it can be used by the mobile worker in the field? That is the challenge. It can always be done in a custom manner, but how can this be solved in a reusable manner?

Mobile applications need:

• GUIs or mobile application forms that have an integrated data validation and business rules engine
• GUIs or mobile application forms that include a mobile workflow engine associated with the screens
• Mobile database and synchronization technology
• Mobile data aggregation platform (this article)
• Mobile business process platform and ERP integration so the mobile worker can be part of the enterprise business processes in the ERP even outside the four walls of the enterprise

There needs to be a design and development strategy and a solution that can aggregate all of the various web services with the feeds from data collection equipment on the server side and on the mobile device side. This will become increasingly important as additional LBS (location based services) and consumable web services become available.

A mobile application on a Smart Phone or ruggedized handheld has access to a great deal of data. The value of the data comes from aggregating it in a standard way that can be used to make good business decisions. Today this takes a great deal of custom software development for each application. It is time for some good mobile software developers to solve these problems.

If you would like to discuss this topic in more detail please contact or hire me :-)

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Author Kevin Benedict
Mobile Computing, EDI and B2B Evangelist and Consultant
www.linkedin.com/in/kevinbenedict
http://b2b-bpo.blogspot.com/
http://mobileenterprisestrategies.blogspot.com/
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Mobile Workflows and ERPs

As mobile applications become more complex and sophisticated and used by large enterprises there will be an increasing emphasis and requirement for automated mobile workflows and supported ERP business processes. I wrote about mobile application support for ERPs in this article, but today I want to focus on the automated workflow on the mobile handheld computer, Tablet PC or laptop that is used in the field. ERP business processes and automated workflows have been supported within the four walls of the enterprise for decades, but they often don't extend outside the four walls to the remote jobsite and/or mobile sales and service processes. That is a big problem that needs to be addressed by mobile application vendors.

Let's begin by recognizing that it is often the service technician that is face-to-face with your customers. They are the face and personality of the service company. The actions they take, the words they say, the professionalism they display and the quality of work they perform all impact the customer's perception of your company and their willingness to continue to do business with and refer your business to others. Since the activities that happen in these remote and mobile jobsite environments can have such a big impact on your business, wouldn't it be important that you ensure the best quality work and presentation of your company? This is where automated workflows on your mobile devices comes into effect.

Let me now outline a process that you may want to consider when designing a mobile application for use in the field.

1. Outline the tasks and actions you want each service technician to perform at the customers location. Examples - Greet customer by name, give business card, thank them for their business, ask about animals or children that my be in the work area, interview the customer about the problem, understand the customer's schedule, understand how the customer will pay, is there a warranty or service plan, provide estimate, complete work, get customer's signature, etc.
2. Once all of the "best practices" tasks are identified for a generic service call, complete the same process for the other kinds of service calls you may have. For example: a warranty process has 11 tasks, an annual maintenance call has 16 tasks, an emergency system repair for HVAC equipment has 19 tasks.

Once you have identified and documented these tasks, your mobile application developers can design and develop these workflows to become part of your mobile application. Once in production, these mobile applications can direct and guide each service technician through the specific best practices that the company wants completed in a standardized manner in the field. As a result, quality and professionalism can be standardized into the company's customer interactions.

What does this process look like on a mobile handheld computer?

1. The workflow processes should be a layer in the mobile application that is tied to a specific set of screens that go with the workflow. If the mobile application has multiple workflows, then the first step is for the service technician, or the service ticket itself, to identify which automated workflow is most appropriate for the needed service. This then launches the appropriate process/workflow on the mobile device.
2. If the automated workflow consists of 17 steps/tasks, then this workflow will dictate that mobile form fields including check boxes, radio buttons and data fields are completed in the right order and with valid data entries.
3. If the service technician skips a step an alert sound or pop-up message should guide the service technician to finish the process and continue it in the appropriate manner.
4. Automated scorecards can also be created to monitor the performance of service technicians to the standards and detail any exceptions to the process so they can be analyzed for process improvements over time.
5. Brief customer surveys can also be provided for the mobile handheld computer to tie the customer's opinion of the service provided with the exact service order and service technician. It is great to reward the service technician for work well done.

The mobile workflow process is specific to the role of the user and service performed. A recent report I read said up to 40% of workers are mobile. That represents a lot of remote jobsites and customer interactions. If companies want to ensure a high level of professionalism and quality customer interactions, then means of standardizing those processes need to be employed. As more and more of these mobile workers are equipped with Smart Phones and mobile handheld computers, these processes become easier to deploy.

For a related article read - http://mobileenterprisestrategies.blogspot.com/2009/10/mobile-application-integration-platform.html

If you would like to discuss this topic in more detail please contact me. I am available for SAP and Mobile Solution related consulting and permanent hire opportunities. My Linkedin profile can be found at http://www.linkedin.com/in/kevinbenedict.

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Author Kevin Benedict
Mobile Computing, SAP, EDI and B2B Evangelist, Marketing and Business Development Consultant
http://b2b-bpo.blogspot.com/
http://mobileenterprisestrategies.blogspot.com/
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SAP and Mobile Applications for Field Services

These are challenging economic times. Companies of all sizes and shapes are seeking to reduce costs and to improve efficiencies. This often translates into more work with fewer resources which can often negatively impact service levels. How does a company reduce costs, improve service levels and become more efficient all at the same time? The improvement and automation of business processes is often the answer. Accomplishing this does not always require a lot of money. Sometimes it is simply focusing on improvement and understanding what your exisiting technology is capable of doing. This article will focus on cost reductions and efficiencies that can be recognized by improving business processes in remote and mobile locations.

Many large companies use ERPs from vendors such as SAP, Oracle, SAGE, MS Dynamics and others. These ERPs are designed to organize a business and to make business processes automated and standardized. However, companies have often over-looked the huge amounts of paper documents that are used in the field, collected and at a later date re-typed into these ERPs. Many ERP users have simply not attempted to automate business processes that happen outside the four walls. These business processes can have huge inefficiencies that can be fixed and savings recognized.

SAP has developed some very interesting mobile application interfaces that utilize Netweaver PI (Process Integration) and enable third party mobile software companies to tightly align their mobile device applications with the standard SAP business processes.

Field services are most often provided away from the office. The process of ensuring quality services outside of the visibility of supervisors and business managers is critical to the success of the business.

The use of industrial handhelds and rugged PDAs and other mobile software technologies, in the context of field services automation, is most often driven by the following 12 business motivations:

1. Efficiencies in communicating information between the office and the remote service technician or jobsite
2. Efficiencies in planning and scheduling work based upon location, parts and expertise needed
3. Reducing fuel costs
4. Reducing travel time
5. Reducing time consuming and error prone data entry activities in the office
6. Increasing productivity – more average service calls per service technician in a day
7. Increasing service contract sales
8. Increasing equipment upgrade sales
9. Increasing collections with mobile invoicing, mobile printing of invoices and onsite collections
10. Improving inventory control and management - visibility to parts needed, the location of inventory and parts used on each job or service ticket
11. Reduced risks by reminding service technicians of safety hazards and safety procedures on the job
12. Improving management visibility into work done in the field to ensure quality services
    

These 12 business motivations become increasingly important during slow economic times when times are tough, and every penny must be saved and maximized. In rapid growth periods inefficiencies are often overlooked in a rush to keep up with the market and business growth, and hidden under the onslaught of new sales and revenues. However, when the economy slows down, it is time for companies to re-evaluate business processes in order to eliminate the inefficiencies and bad habits that have developed. Let’s now review some common and costly inefficiencies:

1. Wasted time and fuel driving back and forth to the office to pick-up and deliver new work orders, tools and parts. With the high cost of fuel, reducing driving distances is a necessity. Can you dispatch a service technician directly from their home to a nearby jobsite? Can you make sure your service technician has the most common parts in the van before they travel to the jobsite?
2. Wasted time and fuel by being unprepared for the job and driving around looking for parts. Can you reduce travel time and fuel costs by being better prepared for the job before traveling? Can you ask customers for more information on the equipment such as brand, serial number, year, location, problem etc? Can you ask the customer for a digital photo of the equipment, serial number, etc., and email it before dispatching the service technician?
3. Wasted time sitting outside of a locked and vacant location waiting for the owner to arrive. Can you set up an automated phone call to let the customer know you are on the way? This avoids showing up at a vacant house or closed business and wasting time.
4. Inefficient dispatching and routing - dispatching service technicians to a distant location, when another service technician is closer and wasting time and fuel. Can you use GPS tracking on the vans to better know the location of all service technicians so you can dispatch the closest and best service technician for the job?
5. Missed opportunities to sell more services, parts and equipment to the customer at the time of work. Can you automatically remind the service technician to promote service contracts by using a mobile handheld work order system? This will help increase service contract sales.
6. Poor scheduling and routing -can you schedule service contract visits based on geographic location to reduce fuel costs and wasted travel time? Can a service technician complete more service calls in a day if they are routed more efficiently?
7. Driving large, heavy vehicles when not required. If you have a better understanding of the parts required for today’s service calls, can you take a smaller, more fuel efficient vehicle to the jobsite?
8. Poor cash management and collection processes. Can you collect money, swipe credit cards and print receipts from a mobile handheld device to improve collections at the jobsite? Are you wasting time, paper and postage sending out invoices weeks after the work was completed?
9. Too high administrative costs. Can you reduce the costs of data entry and administrative staff by automating the dispatch process by using wireless work order dispatch that is integrated directly with your work order management and accounting systems?Every company, upon self-evaluation, will be able to identify additional inefficiencies that can be corrected and reduced. Many of the costly inefficiencies can be resolved by automating and mobilizing field services business processes.
   

Mobilized Work Orders

What does an automated and "mobilized" work order system or service request dispatch and management system look like? Let's walk through a scenario -

1. A customer calls in to report a broken heating system. The office staff takes the phone call, enters the relevant information into the work order application on the desktop computer which then creates a unique work order and number.
2. The work order database application, with GIS integration, can compare the location of each service technician to determine which service technician is closest to the work location. The dispatch system can also look at the estimated time the nearby service technicians are committed to completing their existing assignments.
3. Once the appropriate service technician is identified, the work order is dispatched to the handheld computer used by the service technician.
4. Included in the electronic work order is driving directions from his/her current location to the next job location.
5. In addition to the work order information, warranty, repair, users manual, maintenance history and product information on file can also be dispatched to the handheld computer for reference and parts inventory management.
6. Once the service technician arrives at the location, he opens the work order on the handheld computer. Opening the work order automatically captures the service technician's name, the date/time stamp and the GPS coordinates of the jobsite and enters them into the mobile application’s work order.
7. Next the service technician examines the broken heating system and determines which parts need replaced.
8. He can pull out his handheld computer and check whether he has the needed parts in his vehicle inventory, if not, it can automatically search for nearby service vehicles that may contain the part (GPS tracking enables this). If another nearby service vehicle is determined to have the required part, then driving directions can be sent.
9. When the service technician arrives at the service vehicle with the needed part, then the part is scanned using a bar code scanner in the handheld computer to log its removal from the vehicle's inventory and assigns it to the appropriate work order number.
10. Back at the work site, the service technician runs into a challenge. He has never worked on this model before and needs advice. He snaps a digital photo of the equipment and synchronizes it back to the office. His supervisor reviews the photo and calls him with advice which saves possibly hours of time and mistakes.
11. Once the work is completed, the service technician signs his name on the handheld computer screen, and has the customer sign the work order screen as well. The service technician prints an invoice on a mobile printer and collects the payment or swipes the customer’s credit or debit card. The collection is noted on the mobile work order and synchronized back to the office.
12. A customer survey can pop-up asking the service technician to let the customer answer a series of questions that will impact the service technicians monthly bonus plan
13. As soon as the work order is completed and synchronized, the mobile application reminds the service technician to promote a 2 year service contract. The service technician reviews the details with the customer and signs them up for a 2 year service contract. Next, the work order system reviews job locations and priorities and assigns the next optimized work order to the field service technician.

These business processes are all criticial to the success of a field services business. These processes are sometimes complicated, and with the service technician remote and without direct supervisor management can often be done wrong or incomplete if paper based. The ability to standardize and automate these processes allow service based businesses to accomplish more business with less resources and with better quality.

SAP users are often large companies. Their field service operations can involve hundreds and even thousands of mobile workers. The possible savings from improving mobile operations can be enormous. If you would like to brainstorm about some or all of these mobile business applications for field services companies send an email.

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http://mobileenterprisestrategies.blogspot.com/
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