UC EXPO 2010 - Severn trent water deploy mobile solution to transform service delivery


Published on

Published in: Technology, Business, Education
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • COSC – Customer interface raising appoint & out of hours tools Distribution/Sewerage – Scheduling Tool Water Production – Planned/unplanned maintenance
  • This slide describes the work we do in Customer Relations each year. You can read the numbers for yourselves and you will see it is a high volume transactional environment. Our activities include metering new properties, meter reading, bill production, cash collection and debt management. Frequent contact with our customers is essential for all this to run smoothly. I mentioned we will be working through our Written Complaints KPI later in the presentation. Last year we had 68,000 written complaints and our target is to reduce this by at least 35% this year. I will also be looking at the improvement opportunities in our meter reading operation. You will see we have over 1 million meters with just below 28% of our domestic customers billed in this way. We have one of the lowest rates of meter penetration in the industry and you will have heard Tony Ballance outline our desire to see that number increasing. For a number of years we have had a policy of metering non domestic customers. That segment of our customer base is pretty much all on a metered supply.
  • UC EXPO 2010 - Severn trent water deploy mobile solution to transform service delivery

    1. 1. Severn Trent Water Mobile Solution to Transform Service Delivery Phase 1, Billing Field Workers Martin Kane, BSc C.Eng, C.Env, MICE, MCIWEM, MIoW Director of Customer Relations, Severn Trent Water
    2. 2. Agenda <ul><li>A bit about the Company and its Customers </li></ul><ul><li>Business Case for Implementing Mobile Solution </li></ul><ul><li>Selection Process </li></ul><ul><li>Methodology of Implementation </li></ul><ul><li>Business Case Realisation </li></ul><ul><li>Challenges </li></ul><ul><li>Moving Forward </li></ul>Today’s presentation covers the implementation of Phase 1 of our Fieldworker Strategy, covering 40 staff in the Billing Field Team who respond to problems Customers sometimes have with their bill. Prior to this they were paper based. Phase 2 covers an implementation to c.1100 Fieldworkers in our Water and Wastewater operations.
    3. 3. We supply water, sewerage and surface drainage services to every property in the midlands within our boundary. Bring into charge c.35,000 new accounts Read c. 1.3m water meters Deal with over 2.4m Telephone calls per year Issue c.6.2m Customer bills Respond to c.20,000 written complaints Employ c.1,300 employees In Customer relations Bill 3.8m household & business customers Collect c.£1300m cash The average bill for domestic water use in STW is 83p/day What does STW Customer Relations do?
    4. 4. A few Basic Facts around Metering in STW <ul><li>We serve c.8million customers in the Midlands. </li></ul><ul><li>We install meters on all non domestic property, on all new developments and whenever a customer requests to have one. Our meter base grows by c.65,000 p.a. and just over 34% of our domestic customers are metered. </li></ul><ul><li>Meter reading is an in house activity and it currently costs on average c.£2 to obtain a meter reading; we aim to send domestic customers two bills each year based on readings and no estimates. </li></ul><ul><li>We employ c.120 meter readers and c.40 Billing Field Advisors </li></ul><ul><li>Billing Field Advisors visit customers who have expressed some concern over the charges we have billed against their property, most visits are appointed </li></ul><ul><li>We are responsible for all pipework up to the boundary of the property, the customer owns the rest. </li></ul><ul><li>Severn Trent is not considered to be a “water stressed” area so compulsory metering is not included in its long term strategy for now. </li></ul>
    5. 5. We have to supply all customers in our region; neither party has much choice yet
    6. 7. Operational Practices Pre ClickSoftware <ul><li>Pre ClickSoftware </li></ul><ul><li>15 districts split into 9 areas of Planning and 2 admin staff receiving feedback calls </li></ul><ul><li>40no Fieldworkers </li></ul><ul><li>Manually planned on GANNT charts </li></ul><ul><li>Manually re-planned visits due to unexpected interruptions </li></ul><ul><li>Manually estimated length of routes and duration of tasks </li></ul><ul><li>Limited appointment slots available to offer customer due to planning in set areas </li></ul><ul><li>Fieldworkers visited their local depots every morning to receive work </li></ul><ul><li>Fieldworkers printed off their work and created their own routes manually </li></ul><ul><li>Fieldworkers were required to feedback each job by phone to a back office team </li></ul><ul><li>Fieldworkers manually completed feedback on templates that were then scanned onto the billing system </li></ul>
    7. 8. Business Case for Implementing a Mobile Solution <ul><li>Improve Customer Service, meet all appointment times </li></ul><ul><li>Provide a suitable scheduling product able to integrate seamlessly into SAP </li></ul><ul><li>Implement an automated scheduling tool into the Customer Relations’ Planning Department to fully realise efficiencies </li></ul><ul><li>Implement electronic working in the Billing Field teams </li></ul><ul><li>Enable home based field working </li></ul><ul><li>Minimising travel / mileage </li></ul><ul><li>Improve productivity </li></ul><ul><li>Increase throughput of work </li></ul><ul><li>Improve first time resolution rates (Company KPI #5) </li></ul><ul><li>Implement a system that ultimately provides management information allowing the field force to be managed more effectively </li></ul>
    8. 9. Selection Process <ul><li>Working group set which comprised of specialists from relevant parts of the business </li></ul><ul><li>Objectives </li></ul><ul><ul><li>To assess the Tenders using industry standard scoring & moderation process </li></ul></ul><ul><ul><li>Reduce the number of Tenderers to a manageable level for the next stage i.e. presentations, reference visits & commercial negotiations </li></ul></ul><ul><ul><li>To be fair, transparent and auditable </li></ul></ul><ul><li>50 suppliers registered interest </li></ul><ul><li>22 Responded to RFI </li></ul><ul><li>6 Suppliers Shortlisted (5 products) </li></ul><ul><ul><li>ClickSoftware (ClickSoftware) </li></ul></ul><ul><ul><li>Vodafone (Viryanet & ClickSoftware) </li></ul></ul><ul><ul><li>SAP (MRS) </li></ul></ul><ul><ul><li>IBM (ClickSoftware) </li></ul></ul><ul><ul><li>Wipro (ClickSoftware & Ventryx) </li></ul></ul><ul><ul><li>Workplace </li></ul></ul>
    9. 10. High Level Order Winning Criteria High level Criteria The solution provides best practice scheduling capability within a SAP environment. The scheduling product has a defined product roadmap, that will ‘future proof’ STW’s implementation. The Tenderer has a track record of delivering scheduling systems into a SAP implementation, with a preference for implementations in a UK utility. The overall price and value for the services and products provided. The proposal demonstrates a commitment to working with STW and it's other strategic partners.
    10. 11. Why ClickSoftware? <ul><li>Best proposal against the order winning criteria </li></ul><ul><li>ClickSoftware has a track record for integrating with SAP via a certified adapter (Wessendorf Adapter) </li></ul><ul><li>ClickSoftware could provide resource and expertise during the SAP blue printing phase working as a sub-contractor to Severn Trent Water’s chosen Implementation Partner, IBM. </li></ul><ul><li>Could provide application and product support post go-live to Severn Trent Water’s chosen hosting partner </li></ul><ul><li>Market Leader </li></ul>
    11. 12. Methodology of Implementation <ul><li>Phase 1 Pilot of 40 Fieldworkers, Phase 2 roll out to a further 1100 </li></ul><ul><li>Mobile device trial involving specialist users set up to establish best kit options, Phase 1 Toughbooks, Phase 2 laptops </li></ul><ul><li>Fieldworker training for 1 day which took place day before district went live </li></ul><ul><li>Scheduler training for 2 days on the week the system went live </li></ul><ul><li>Rolled out over 20 days from 1 st October 2009 </li></ul><ul><li>Adopted aggressive roll out in order to identify as many problems as possible both technical and “emotional” </li></ul><ul><li>Daily conference calls for 2 weeks with support post go live </li></ul><ul><li>All errors fed through Planning team to keep control and understanding of errors </li></ul><ul><li>Weekly Fieldworker team meeting set up to feed back issues and share best practice </li></ul><ul><li>Monthly Fieldworker meetings to discuss all issues and reiterate changes </li></ul><ul><li>Swapped Orange SIM for T mobile in some poor connectivity areas to assist VPN </li></ul><ul><li>Working group set up to review Terms & Conditions of ST employees </li></ul><ul><li>Dos & Don’t booklet created for Toughbook users </li></ul>
    12. 13. Why Toughbooks? <ul><li>A number of issues were identified which led to a decision to use Toughbooks. These include: </li></ul><ul><li>The Toughbook has a swivel screen that allows it to be used in a tablet mode (with a screen sensitive pen), allowing the worker to ‘carry the device (open) to the front door ‘, enabling customers to see records and to walk freely with the device. </li></ul><ul><li>The Toughbook also included compartments for 3G comms meeting the 5cm rule. </li></ul><ul><li>The Toughbook, unlike laptops, have readily available cradles that can be mounted on the dashboard in the van allowing the devices to be secured in transit and also used by the fieldworker comfortably (from the driving seat also) whilst the vehicle is stationary </li></ul><ul><li>Laptop is substantially cheaper and is the preferred choice where mobility of the device is not so important </li></ul>
    13. 14. Operational Processes Post ClickSoftware <ul><li>Post ClickSoftware </li></ul><ul><li>Area split into East & West with 2 FTE manning the Gantt and 2 raising appointments in ClickSoftware 9no vetting, total of 13.5 FTE within the Planning team </li></ul><ul><li>Admin staff no longer required for feedback </li></ul><ul><li>All jobs and routes created automatically </li></ul><ul><li>Duration of tasks built into ClickSoftware </li></ul><ul><li>Re-plan visits easily within ClickSoftware – drag & drop </li></ul><ul><li>Assist us in planning emergency jobs such as re-connections within the 48 hour period </li></ul><ul><li>Realise our goal of scheduling visits with a 5 day turnaround </li></ul><ul><li>ClickSoftware offers a selection of appointment slots to the customer which can easily be rearranged </li></ul><ul><li>Fieldworkers receive their work automatically on to their Toughbook the evening before </li></ul><ul><li>Fieldworker no longer needs to visits depot to collect work </li></ul><ul><li>Maps, plans and asset details are now all available electronically </li></ul><ul><li>Feedback is automatically updated into the billing system TARGET and returned to the originating team </li></ul>
    14. 15. Process ‘as is’ and ‘to be’
    15. 16. Business Case Realisation <ul><li>Fieldworkers </li></ul><ul><li>The new system negated the need for daily visits to the office to collect tasks and for return at the end of the day to update records. </li></ul><ul><li>1 hour per day is saved for 40 Fieldworkers </li></ul><ul><li>= £123,600 per annum </li></ul><ul><li>Vehicle Leasing Costs </li></ul><ul><li>The Field department incurs costs around the leasing, maintenance, insurance and administration of vehicles. Savings equate to £3,108 per van x 5 vans </li></ul><ul><li>= £15,540 per annum </li></ul>
    16. 17. Fieldworker’s Job Screen
    17. 18. Comments from users <ul><li>Positives </li></ul><ul><li>Easy to use </li></ul><ul><li>Receiving work via toughbook and going straight from home base to job is more logistically sound and cost effective </li></ul><ul><li>Now i am trying H20 maps it makes surface water and foul connection jobs so much easier and quicker </li></ul><ul><li>Like the idea that Dispatcher can change work around and send jobs if someone goes off ill or falls behind </li></ul><ul><li>Believe customer feels something is being done when you turn up and start using Toughbook and maps </li></ul><ul><li>I especially like that the job is time stamped and with the tracker if a customer isn’t at the appointment we can prove that we were there . </li></ul><ul><li>Mobile solution is like swapping an abbacus for a computer! </li></ul><ul><li>Negatives </li></ul><ul><li>I can end up going to one end of the county for a check read and then it takes me 50mins to get to my next job </li></ul><ul><li>I think there are to many appointments stuck on (I’ve had 10plus on one occasion) </li></ul><ul><li>If I fall behind I feel pressure to catch up </li></ul><ul><li>Routes still need looking at and the amount of jobs put on can be daunting . </li></ul>
    18. 19. Business Case Realisation <ul><li>Schedulers </li></ul><ul><li>Gained immediate 20% increase in utilisation levels with the Planning & Vetting Team through the use of Clickschedule, saving 3 FTE, £78,528 per annum. </li></ul>Administrative Feedback Role Fieldworkers fed back updates to the Administrative Team. There were 2 FTE assigned to this function. The new system now automates this process and the job details are fed directly into the Billing System. 2 FTE = £46,506 per annum
    19. 20. Planner’s Gantt Screen
    20. 21. Business Case Realisation, Ph.1 The total Phase 1 project cost is c.£800k. This covers the activity to deliver this phase and a fully working prototype platform for Phase 2. Type of Benefit 5 Year Financial Saving £ Revenue Savings Field Staff (5 FTE) £618k Planners (3 FTE) £392k Feedback Team (2 FTE) £230k Leasing Costs £78k Total benefit £1.318k
    21. 22. Challenges <ul><li>Customer Relations Billing Field </li></ul><ul><li>Pre go-live </li></ul><ul><li>Interface required to work with billing tool ‘TARGET’ </li></ul><ul><li>STW Security – Firewalls </li></ul><ul><li>Ambitious time lines due to implementation of SAP and Phase 2 </li></ul><ul><li>Post go-live </li></ul><ul><li>Hourly batch runs to update TARGET </li></ul><ul><li>ClickSoftware support was from Israel – more ‘hands on’ support would have been beneficial </li></ul><ul><li>Reporting Tool & Audit Trail still to be developed </li></ul><ul><li>Culture change for Fieldworkers as previously worked off paper and were depot based and now home based </li></ul><ul><li>Differentiating Customer appointment (GSS ‘able) and notified jobs </li></ul>
    22. 23. Additional Issues for Phase 2 <ul><li>Sewerage, Distribution, Sewerage Treatment and Water Production, all true 24/7 operations: </li></ul><ul><li>Multi-staged tasks (linked/dependant operations) </li></ul><ul><li>‘ Gang’ management – more than 1 engineer/fieldworker required </li></ul><ul><li>Stand-by availability </li></ul><ul><li>Assignment of tasks where specific equipment is required </li></ul><ul><li>Traffic management warning triggers. </li></ul><ul><li>Out of hours management </li></ul><ul><li>Appointment management </li></ul><ul><li>Job rejections </li></ul><ul><li>Dispatch policies (drip-feeding/4hrs/8hrs worth of work) etc. </li></ul>All issues are being addressed prior to Ph2 first deployment in July2010. Due to significance of this Phase, deployment will be county by county
    23. 24. Where are we today? <ul><ul><li>35 Billing field workers operating the system across 9 counties </li></ul></ul><ul><ul><li>Process and productivity improvements to match the business case delivered so far, further opportunities for efficiency being sought </li></ul></ul><ul><ul><li>Planners enjoy working with the tools and creating the programme </li></ul></ul><ul><ul><li>Working from home enabled </li></ul></ul><ul><ul><li>Traditional work planning boundaries have been removed </li></ul></ul><ul><ul><li>More rigour around the appointing of Customer jobs, improving service levels and regulatory performance </li></ul></ul><ul><ul><li>Learning platform created for the 1100 operator, Phase 2 rollout </li></ul></ul><ul><ul><li>Pockets of resistance exist where our Fieldworkers sense a greater degree of control over their activities ( tends to be by geographical region so peers have influence) </li></ul></ul><ul><ul><li>Majority of teams have adapted to the new ways of working without fuss </li></ul></ul>It has been a success