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Optimizing field operations through mobile workforce management
Otimizando operações de campo através de gerenciamento
da força de trabalho móvel
Leo Hagood
Optimizing field operations through mobile workforce management Leo Hagood, SPL WorldGroup, USA
SPL would like to present the benefits of implementing a Mobile Workforce Management Solution. Many utilities have reaped the benefits of implementing new technologies over the past 3 decades, one of the few areas still not fully automated by many utilities is the field workforce. With continued pressure of regulatory agencies, shareholders, and customers for utilities to continue to control or reduce cost while improving customer service, many utilities are now focused on extending technology and the efficiencies in to the field workforce. Our presentation will:
• Present the different components of Mobile Workforce Management • Discuss considerations for changes to existing business processes • Compare types of work automation • Present common business benefits • Challenges to implementing Mobile Workforce Management
Our presentation will describe the primary functions provided by Mobile Workforce Solution providers such as:
• Scheduling and assignment • Street level routing • Optimization (performing the most work efficiently) • Work prioritization • Computer aided dispatch • Real time status updates • Automated vehicle location
In addition to presenting the different components that are available from Mobile Workforce Management providers, SPL will present some of the cost benefits and “Return on Investment” enjoyed by some of the utilities that have implemented Mobile Workforce Management solutions. The benefits presented will also address some of the specific types of work being automated today such as:
• Outage/Restoration • Credit & Collections • New Service • Inspections • Others
SPL’s presentation will be designed to appeal to utility personnel primarily focused on customer service and field operations. In addition our presentation will describe some of the challenges faced by utilities implementing Mobile Workforce Management. Some of the challenges included in our presentation will address the technical, integration and people challenges faced by utilities when implementing Mobile Workforce Management. We would propose to conclude our presentation with a short question and answer session.
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Leo Hagood Director of Business Development
Optimizing Field Operations Through Mobile Workforce Management (MWM)
SPL WorldGroup
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Course Topics
Business Drivers for Deploying MWM
Components of Mobile Workforce Management • Scheduling • Dispatch • Automatic Vehicle Location • Reporting
Sample Return on Investment
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Can My Utility Benefit From MWM? � Do you need to improve service � Is there a need to get more work more efficiently � Do you have the information you need to make decisions � Do you have trouble meeting customer commitments � Do you have excessive overtime � Can you locate your crews in realtime for emergency response � Do you match customer demand with workforce availability � Do you know if your meeting your performance goals � Are your dispatchers / schedulers assigning the best crew to
perform the work � Is low priority work falling through the cracks � Is your order backlog growing
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The Value Proposition
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Business Drivers Customer Pain Points:
4 Missed appointments 4 Revisits 4 Unnecessary disconnects 4 Unclear restoration time 4 Escalating cost to serve customers 4 Having to add personnel to keep
up with growing demand / population 4 Wear and tear of trucks 4 Reduce fuel cost 4 Unhappy Employees:
4 Revisits & Unpredictable overtime 4 Unable to respond to customer questions 4 Paperwork 4 Perception of unfair work practices
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Value Propositions for Deploying MWM
� Improved Utilization of Workforce � Enhanced Customer Service � Improved Emergency Response Time
� Increase Employee Morale � Realtime visibility into daily work progress � Reduce Operating Costs � Improved KPI Reporting and Metrics � Measurable ROI � Enables M&A Goals
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Typical MWM Users � Front line users
4 Trouble restoration group 4 Meter department 4 Credit and Collections 4 Appliance/equipment install / repair 4 Construction/Maintenance crews
4 Substation and Underground Locations
� Backoffice users 4 Customer Service 4 Distribution Operations 4 Planning 4 Engineering
4 Warehouse Operations 4 Payroll & Time Keeping
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What is Mobile Workforce Management
� A solution that helps manage the complexities and dynamics of field activities. Including future, same day, and realtime work activities.
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CSR enters order data in CIS
MWFM FSR Module
Customer calls with service request
CSR negotiates for time slot MWM Appointment Booking Module
MWM Module MWM Comm’s Module
Enroute
Onsite
Worked
Typical MWM Work Flow in the Utility Enterprise Typical MWM Work Flow in the Utility Enterprise
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Mobile Workforce Management
� Mobile Workforce Management – also called: 4Computeraided Dispatch
4Workforce Management
� A mission Critical application for 4Long Duration and Short Duration work
4Electric
4Gas
4Water Utilities
4Other vertical industries
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Typical Mobile Workforce Management Offers:
� Service Chain Optimization
� Appointment booking
� Work assignment & scheduling
� Vehicle tracking
� Delivery of work tickets to a mobile data terminal in a vehicle or handheld device
� Wireless data communication
� Capturing realtime order information 4 Order statuses
4 Completion data
� Reporting Results
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Mobile Workforce Management Pipeline
MWM is the pipeline to:
� Move work from the back office systems to the field
� Ensure optimal use of field resources
� Track the status of crews & field orders in realtime
� Capture the completion information required for billing, operations & reporting in realtime
� Improve Customer Service & Satisfaction
� Ensure utilities have adequate information on which to base plans for changes in field operations
4Strategic
4Tactical
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MWM Optimizes Resources
� Books appointments by looking at realtime availability
� Manages scheduling utilizing skill sets & specialization
� Handles dispatch for routine & emergency work types
� Provides crews with streetlevel routing
� Automatically tracks trucks enabling: 4 Manpower schedule monitoring
4 Route management
4 Better response times
� Reduction in paperwork and information delays back to host system
� Planning tools
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Typical MWM Components
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MWM Scheduling Component
� Ensures the RIGHT resource is scheduled to complete the job
� Street Level Routing helps guarantee the closest qualified resource is scheduled
� Visible work demand and resource capacity planning
� Automatic Scheduling Provides and Optimum Schedule
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MWM ComputerAided Dispatch
� Realtime dispatch of field orders to crews via a wireless network including private networks (RDLAP, EDACS), CDPD, GPRS, CDMA, EDVO/G3
� Supports LAN and 802.11b/g dispatch of work for ‘connected’ users
� Continuous order and crew status updates
� Maximizes efficiency
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MWM Computer Aided Dispatch
� Dispatch Tools assist the Dispatcher: 4 Receive Requests 4 Dispatch Technicians 4 Monitor Order Status 4 Complete Orders
� Dispatch Tools assist the Field Techs: 4 All of the above plus access to corporate databases over a
wireless network to: 4 Manage mobile workers using realtime wireless transmission
4 Assign field orders 4 Transmit orders to mobile computers 4 Receive status reports from field crews 4 Provide flexibility to react to unexpected situations
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MWM Automatic Vehicle Location (AVL)
� Provides realtime crew locations on map displays
� Improves response time to emergency orders and outages
� Improves crew safety with emergency beacon capability
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Automatic Vehicle Location
Automatic Vehicle Location (AVL) features: 4 GPSbased automatic vehicle location
4Emergency alarm and sensor monitoring
4Provides dispatchers with realtime vehicle location on map displays
4Drill downs for detailed vehicle or order information
4Monitors schedule and route deviations, emergency alarms, and other communications
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Schedule Optimization Example
Work Order
Scheduling Rules Match Skill 15 Mile Rule
Availability Match Region
XX X X
Scheduling Objectives High Priority 1 st (11) District Priority (9)
Balance Workload (7) Minimize Travel (12)
THE RIGHT OPTIMUM RESOURCE
X X 12 34 22 8 34
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Street Level Routing •Using “crow fly” distance, both resources seem equally close to the customer
X
•Street Level Routing optimization reveals that the red resource will require twice the travel time!
Customer
v
v
• Using grid scheduling, the red resource is in the same grid as the order.
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Travel Optimization
•Simple approach: call assignment based on rigid zones
•Total travel:20 miles
10 Miles 10 Miles
•With Optimization: call assignment to closest available resource
•Total travel is 4 miles
10 Miles 10 Miles 2 Miles
2 Miles
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Dynamic Load Balancing
•Simple approach: orders assigned based on zone
•One resource has 50% backlog and the other is only 50% utilized*
•With Optimization: orders assigned based on actual load
•Both resources are fully utilized, no backlog
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Schedule Before Optimization
insufficient travel time
excessive idle time
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Schedule After MWM Optimization
adequate travel time
Eliminates excess idle time
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MWM Product Integration Across the Enterprise MWM Product Integration Across the Enterprise CIS
Business Intelligence
MWM
MWM System
OMS
Material Issued Material required Interim Job Status Estimate to complete Asbuilt information Maintenance requests Vehicle information
Appointment booking Job Status ETA Completion information Meter information Meter readings Tampering High billing information Marketing information Customer Payments Credit Extensions
KPI’s SAADI/CAIDI External Reporting Timekeeping
Damage assessment Update restoration time Restoration Data Referral to other dept. System/device status
Enterprise Integration
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Conservative Cost Savings With Use of MWM
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Examples of MWM Benefits � The ability to “see” all vehicles has improved safety and reduced outage times as well as improving our ability to respond to emergencies.
� The ability of the crews to see other crews around them on in vehicle maps has reduced the need to return to the service center to get parts, they can now find the closest crew for assistance.
� We saw an increase of 30% more reconnects completed while coming in under budget for overtime in 2002.
� Approximately 875,000 printed tickets were eliminated. � “ Clear productivity gains.. Rough estimates .. indicate a savings of as much as 35%”
� “…meter technicians went from 1.6 to 2.2 calls per hour… saved 3045 minutes per day per tech… operations mechanics went from .8 to 1.2 order per hour… overtime is down >65%
� “Ontime accuracy went up 10%…rate of appointment is made but the service tech cannot access equipment went from 1215% to 58%
Biography
Speaker: Leo Hagood
Position: Director of Business Development
Company: SPL WorldGroup
Country: USA
Mr. Hagood has over 25 years of experience in the utility industry. Mr. Hagood
graduated from Auburn University and worked in various positions at Southern
Company, a large electric utility in the Southeastern States of North America for 18
years. Mr. Hagood has spent the last 6+ years focused on Industry “Best Practices” for
improving the business processes and technology for utility’s (electric, gas & water)
Customer Service and Distribution Assets. Mr. Hagood worked for Axiom Corporation a
leader in Mobile Workforce Managements solutions before joining SPL as the Director of
Business Development. Mr. Hagood will present the industry trends, benefits and
challenges associated with the implementation of a Mobile Workforce Management
Solution.
Company Background Information
Company: SPL World Group
Country: International, Headquartered in the USA
SPL World Group has evolved as a leader in providing Software Solutions to the Utility
Industry with a primary focus on Customer Information & Billing, CRM, Outage
Management, Mobile Workforce Management and Asset Management. Spl is a leader in
developing and integrating these “Best in Class” Solutions specifically for Electric, Gas
and Water utilities. In recognition of several years of leading work in energy and
development within the Energy Research Institute at the University of California, the US
National Energy Council decided to consolidate this experience into a center of
excellence. This decision led in 1989 to the establishment of the Energy and
Development Research Centre, which is now located in the Faculty of Engineering and
the Built Environment at the University.
Since 196889, EDRC has grown in both size and reputation, attracting funding support
from a range of sources, both nationally and internationally, to support its research and
projects. Through its research it provides a resource for better policymaking and
practical implementation in the field of energy and development.