Mobile WorkForce Management Utilities Ajay Kaul National Sales - - PowerPoint PPT Presentation

“Mobile WorkForce Management – Utilities”

Ajay Kaul – National Sales Manager, ClickSoftware

Mobile Workforce Management & Service Optimization

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Integrated Mobile Workforce Management lifecycle?

Demand Forecasting

What is my future demand? Where will it be geographically? How will it be split by work type? What impact will a weather event have? What’s the impact of a capital project? What load will a new contract bring?

1 Resource Planning

Where am I over capacity? Where am I under capacity? What if cross train my Engineers? What if I use sub contractors? What if I recruit more people in a given Region?

2 Shift Rostering

How best do I apply shift patterns against my resource capacity? How do I manage unplanned events? How do I monitor for rule violation (e.g. work and time directives)? How do I allow my employees to check what shifts their working or swap?

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Scheduling & Optimisation

What resource, with the right skills, in the right location, with the right parts & capital equipment can do the work at the lowest cost and meet the SLA? KEY FUNCTIONALITY; Street level routing, contractor view, short and long duration work manag’t, GPS tracking, continuous real time optimisation

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Mobile Work Management

What work to I have to do and when? How do I do the work (context sensitive intelligent scripting)? What data do I need to capture? What is the asset history? What is the best route to my next job? How can I automate time sheets?

5 Service Analytics

How do I measure & monitor my KPI’s? How do I tune my job durations? How do I measure individual performance? How do I put this information into a visual format? How do I structure my historical data for my demand forecasting?

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KEY – Common Data Model

Skill sets, locations, costs, geographic coverage, certification, business structure, etc.

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Challenges for a Utility?

Infrastructure

• Poor Execution of Planned Maintenance
• Reactive work interfering with planned

activity

• Asset reliability – maintaining for the

lowest cost

• Aging Infrastructure – costly supply

failure & reactive break fix

• Planning & execution of large scale

capital projects (who, when, how, where, with what?)

• Reduction of reactive demand
• Asset tracking /registry accuracy, assets;

missing in system, wrong physical location, right spec but wrong manufacturer, etc

• Regulatory Pressures

Field Operations

• First time fix & minimising job durations;

right skill, lowest cost

• Poor engineer enablement, right

technology and information

• Employee/skills retention
• Need for multi skilled technicians
• Inventory management & tracking
• Lack of performance measurement and

KPI tracking

• Meter Reading
• Vehicle Scheduling, Crew Management
• Environment and Safety compliance
• Vigilance
• Process adherence

Customer Regulator

Application areas across Electric Utilities

Meter Operations Meter Reading Network Maintenance Network Faults & Outages Construction Vigilance Project Teams

Driving Value in Field Services Organizations

Manage Service Costs ■ Reduce overall cost while cost of service are increasing ■ Adapt quickly to changes and seasonal demands ■ Manage SLA’s and penalties ■ Optimized use of assets and resources Increase Resource Utilization and Productivity ■ Manual vs. automated ■ Reduce travel time ■ Leverage existing workforce to service new areas / Technologies efficiently ■ Do more with the same workforce Improve Customer Service ■ Provide faster responses ■ Customer resolution the first time ■ Exceed customer expectations ■ Leverage service as a competitive advantage Visibility & Control ■ Better control and visibility of the resources ■ Optimal usage ■ Manage operational costs ■ Performance management ■ Process Compliance

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Some Utility Customers

Customer Visits +33% (Antwerpen Water Werks) Jobs per day +48% (Gaz Met Plus) Jobs per day +15% Productivity gains +20% (Direct Energy) Service Revenues +18% (Energy South) Travel time -24% (Anglian Water Services) Dispatch time -50% (Antwerpen Water Werks) Dispatch overhead -70% (Direct Energy) Overtime -22% (Energy South) Service levels +33% (Anglian Water Services) On-site on time arrivals +20% (Energy South) Appointment waiting time -45% Emergency SLA conformity +97% (Scotia Gas Networks) Work order backlog -95% (Anglian Water Services) Jobs reported closed +39% (Anglian Water Services) Increased revenues +20M€ (Scotia Gas Networks)

Increased Revenues Reduced Costs Improved Service Visibility and Control

Proven, Real and Achievable Benefits – The 4 Pillars of ROI

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Who We Are?

Overview

Leadership

Market leader in workforce management and enterprise mobility Recognized by leading industry analysts such as Gartner, Aberdeen, Info-Tech Blue-Chip customers using ClickSoftware solutions

Fundamentals

• Listed on NASDAQ Global Select (CKSW)
• Market Cap: ~$320M
• Consistent multi-year revenue growth and

cash generation

• 2011 revenues: $87.1 million, 23% y/y

growth

• Utilities constitute more than 30% of our

customers

Global Presence

• Offices in Americas, EMEA, and APAC
• Over 450 employees worldwide
• Eco system of major players, such as

SAP, IBM, Accenture, Infor

• 250+ engagements
• Hundreds of thousands of service

people managed by ClickSoftware solutions every day

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Case Study: Pacific Gas & Electric Utility

• PG&E is US’s leading natural gas and electric utilities
• Solutions Implemented:
• The Challenges:
• Prioritization of task so that management can view a crew's expected workload over a five-week

period to see the projected utilization rate of future schedules.

• Control & visibility over how crews were utilized across the entire company
• Local strategy across individual offices led to problems as far as achieving crew utilization goals

set by corporate.

• Flexibility to reschedule work/ move crews to new assignments as and when required
• Centralize and consolidate the scheduling process to achieve corporate goals
• The Benefits
• Allows management to have centralized control over scheduling of resources to help ensure

corporate usage goals are met

• Gives management the ability to move resources among service regions to ensure customers

receive gas and electric services efficiently and effectively

• Enables scheduling staff to be consolidated from dispatchers at 67 offices to dispatchers at two
• ffices
• Creates a base scheduling solution that can be easily enhanced with planning, forecasting and

mobile components as business needs change

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• ETSA Utilities is the fifth largest distributor in the Australian National Electricity Market, serves

758,000 customers, supports a network comprising 393 zone substations and 80,103 km of power lines valued at approximately $2.5 billion. Employing more than 1300 people.

• Solutions Implemented:
• The Challenges:
• Cut down on administration and decrease the time required to get visibility on field resource

activity.

• They recognised the benefits of a centralised scheduler to increase utilisation of their

resources, increase visibility, increase controls, and provide for dynamic adjustments

• The ability to adjust the schedule when items and priorities change. This was a big issue for

ETSA in the past, as one item falling into the schedule meant manual adjustments to at least 10’s of items.

• To manage crews more effectively
• The Benefits:
• Lowered average time per job
• Eliminated 700-job backlog
• Increased productivity leading to more jobs completed per day
• Created single repository for scheduling long – and short-term projects
• Gained better company-wide visibility of workforce management
• Improved prioritization of jobs based on urgency

Case Study: ETSA – South Australia

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Case Study: Southern California Edison (SCE)

• SCE is one of the California’s largest electric utilities located in Central, Coastal and Southern California

using 2,800 Field Resources

• Solutions Implemented:
• The Benefits
• 360 view of field resource availability
• 360 view of capacity and demands for field resources
• Improved utilization of internal resources
• Improved consistency of scheduling and dispatch processes
• Improved ability to meet customer satisfaction
• Ability to better monitor and manage scheduling costs
• Improved coordination of resources to complete long cycle projects in tandem with short cycle

maintenance requirements

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Thank You!

Ajay.kaul@clicksoftware.com