New Ways to Service Lifecycle Management

Copyright © Capgemini 2016. All Rights Reserved
Capgemini at Dreamforce 2016
Bill Donlan
Smart Services

SLM Impacts Stakeholders Inside & Outside the Organization
6
ENGR/MFG Impacts
 Improve Product Function & Quality
 Effectively Manage Current
Specifications
 Facilitate Design Issues to ENGR
 Facilitate Production Issues to MFG
 Facilitate Supplier Issues to
Procurement
Customer
Service Provider Impacts
 Better Manage Service
Providers
 Improve Supplier Quality
 Reduce Cost/Time to Service
 Improve Warranty Service
 Reduce Product Issues
Supplier Impacts
 Improve Parts Sales
 Optimize Part Availability
 Improve Integrated Planning
 Improve Supplier Performance
 Reduce Warranty Claims
Product Impacts
 Comprehensive View of Product
Condition/Use, including:
 Location
 Configuration
 Usage
 Potential Problems
Service
Lifecycle
Management
Customer Impacts
 Better Manage Service Providers
Product
ENGR/MFGSuppliers –
Parts
Service
Providers

SLM Impacts Stakeholders Inside & Outside the Organization
7
ENGR/MFG Impacts
 Improve Product Function & Quality
 Effectively Manage Current
Specifications
 Facilitate Design Issues to ENGR
 Facilitate Production Issues to MFG
 Facilitate Supplier Issues to
Procurement
Customer
Service Provider Impacts
 Better Manage Service
Providers
Supplier Impacts
 Improve Parts Sales
 Optimize Part Availability
 Improve Integrated Planning
 Improve Supplier Performance
 Reduce Warranty Claims
Product Impacts
 Comprehensive View of Product
Condition/Use, including:
 Location
 Configuration
 Usage
 Potential Problems
Service
Lifecycle
Management
Customer Impacts
 Better Manage Service Providers
Product
ENGR/MFGSuppliers –
Parts
Service
Providers

Service Operations Typically Have Low Profit Margins
Demanding Efficiencies to Improve Margin Growth
8
Vendor Landscape
Service Network
Management
The activity around the planning, managing and expanding service operations through organic
capabilities or 3rd party operations to ensure that fielded products receive differentiating care
through out their lifecycle.
Sub Capability Description Business Impact
Service Strategy
Activities related to deciding how the product will be supported, where, by whom,
and what service s are expected to cost.
Strategy decisions drive design of
service network and partners, and
levels of service for the customers.
MRO Operations
The activities around managing the repairing and overhaul of field products to
include routine servicing, modifications and warranty support.
Production control & planning
optimization are key profit factors
Dealer Management
The ability to support OEM dealer aftermarket operations through providing
technical content, training, parts, marketing and technical services.
Dealer performance monitoring is
key to ensure customer loyalty
3rd Party MRO
Operations
The capability of projecting OEM MRO services through a contracted third party
operation when either location or budgets restrict the fielding of an organic MRO
center.
Maximizing the collection and
analysis of customer contact data is
key to customer retention.
Component Repair &
Exchange Operations
An extension of MRO operations to offer component or assembly repair and
overhaul services with the ability to offer exchange components to customer to
reduce component turn-times.
Component repair services offer the
opportunity to diversify repair
capabilities and reduce service visit
span times.
Product Modifications
The ability to define, design, manufacture and deliver product modifications
typically to enhance reliability or eliminate a warranty issue or provide a new option
or accessory after the product has been fielded.
Continuous improvements builds
longer life into the product to exceed
customer expectations.

Field Service is the Company “Face” to the Customer Usually
When the Product is Failing Requiring Exceptional Services
9
Field Service
Management
An operation that provides resources to support the product in operation at the customer’s point of use.
Asset Delivery
Services
Technicians provide on-site post delivery services at a customer designated
facility which typically entails, minor assembly from shipping configuration,
operator training, minor warranty work and possibly future sales leads for service
parts, training or new products.
Initial operation of a new product
is key to future customer sales,
and for capturing as-installed
configuration and user data
Asset Management
This service can be provided to a customer’s collection of assets on-site or
remotely, which might include maintenance services. This operation can also
include internal asset management tracking and maintaining rolling stock, tools
and equipment. Service uses any imbedded technology to improve product
performance and customer experience.
This service provides the OEM
direct access to product
operational data to define new
products and services.
Mobile Work Force
Management
The process of hiring, training, locating and equipping field technicians to support
in-service operations.
Under performing field technicians
directly impact customer
satisfaction
Tools, Kits &
Modification
Management
The activities required to design, sell and field tools, parts kits and product
modification programs that support field and service operations.
Inventory directly impacts
company profits and taxes. Activity
captures as-serviced information
for future sales and support.

Service Part Sales Have the Highest Profit Margins and Continue
for the Life of the Product
10
Vendor Landscape
Service Parts
Management
Service parts management covers the spectrum of aftermarket parts sales from direct customer
sales, dealer sales, service centers and modification programs.
Parts Planning & Pricing
The continuous process of determine what parts are needed for the operation
and the price point that meets budget demand and customer expectations.
Poor planning and pricing
significantly impacts profit margins
and total sales
Demand/Fulfillment
Management
Establishing the strategy, controls and mechanisms within supply chain to
accommodate push or pull based parts order operations. Closely linked to
logistics and inventory operations.
Poor management equals high
inventory costs
Direct impact to customer
satisfaction
Logistics/Reverse
Logistics
Operations related to the movement of parts for fulfillment of orders and the
management of part returns for warranty or wrong part orders.
Directly impacts customer
satisfaction
Parts Forecasting
and Modeling
The analytical effort taking reliability , sales, customer requirement and in-service
data to model part life cycles where statistical formulas can manage the variability
of service part consumption to forecast future demands.
Improper forecasting drives high
inventory costs
Inventory Optimization
This process takes the analytics from the parts forecasts to globally position
parts to meet customer fulfillment or repair operation demands.
Inventory directly impacts company
profits and taxes.

Technical Information is the Foundation for the Lifecycle of
a Product
11
Vendor Landscape
Technical
Information
Management
Information made up of design manufacturing data, reliability data, parts information,
maintainability data and production data lays the foundation for lifecycle and performance of a
product in operation.
As- Maintained
Configuration
The process to capture and manage the part configuration data of a particular
(serialized) asset throughout it’s lifecycle from EBOM through MBOM to SBOM ,
enabling an as-allowable product configuration.
Accurate E/M/SBOM through asset
lifecycle
Accurate Technical Pubs
Reliability Analysis
The process to analyze the predicted and operational performance of parts and
systems that impact the availability of the product over it’s lifecycle.
Improved spare parts forecasting
Identification of reliability
modifications
Maintenance Task &
LORA
The analysis involved with defining the maintenance tasks to maintain the product
design reliability and the skills, type, cost and level of repair required.
Maintenance Tasks optimization
reduce asset maintenance costs
Maint. Program
Optimization.
A process which looks at all aspects of the maint. program to define the optimal,
intervals, cost and packaging of tasks.
Optimal maintenance program
enhances product salability
Service Bill of Material
The list of parts and assembly data required to maintain the product through it’s
lifecycle. This includes revision management of those parts including software
parts.
Accurate SBOM can increase part
sales which typically carry higher
profit margins
Technical Publications
The creation & management of technical information required by maintainers and
operators to ensure a safe and mission ready product.
Up to date publications improves
operator asset availability
Operational Analytics
& Data Collection
The process required to collect in-service data about a product to enable continual
improvement and maximize availability of a product during it’s lifecycle.
Early identification of asset
technical issues can reduce
warranty exposure.

Warranty is Often the Overlooked Customer Facing Service that
Can Determine Future Sales
12
Vendor Landscape
Warranty
Management
Warranty management is the aftermarket business activity of reimbursing a customer for product and/or
service failures.
Contract Management
The activity that collects and tracks a customer’s product purchase and it’s
associated warranty parameters until the end of the contract period.
Defines the risk associated with
warranty costs. Matches customer
and product data.
Claim Management
A process that collects, reviews and adjudicate warranty claims for product failures
defined in the purchase agreement.
Efficient claims management
improves customer relations &
reduces warranty costs
Return Management
This process defines return conditions or exchanges related to components that
need to be returned as part of the warranty process. Process assigns and tracks
RMAs.
Visibility to returned parts can
reduce inventory costs & improve
repair turn times
Supplier Recovery
Often supplier agreements provide the OEM with the ability to recoup warranty
claims costs related to a suppliers product. Process also used to track supplier
problems to avert or support recalls.
Reduces cost and risk to the
warranty program
Warranty Analytics
Analytics allow for the optimal setting of warranty contract offerings as well as
feedback to Engineering and Marketing on product performance.
Provides information that can be
used to provide new services
Warranty Planning
Is the process of planning the parts, services and budget to support warranty
claims and special warranty repair campaigns.
Proper forecasting reduces part
inventory costs

Transfer and Collection of Service Related Knowledge is the Key to
Future Product Development and Meeting Customer Expectations
13
Vendor Landscape
Service
Knowledge
Management
The capability to manage, collect and report on every aspect of the customer interaction including on-
line portals, call center operations, training programs and product health monitoring data collection.
Services Offering
Marketing & Planning
The process of analyzing customer feedback and purchasing data to develop,
market and offer aftermarket services and products.
Inability to identifying and market
service offerings impacts revenue
opportunities
Virtual Self-Service
Portal
A web or mobile application based customer interface application that projects
aftermarket services, parts , technical content and provides a method to collect
customer data for marketing and new product demand analysis.
A simple application can provide
significant customer satisfaction and
revenue generator if designed and
field properly
Customer Care and
Case Management
The operation responsible for fielding customer contact solutions typically including
call centers, web-chat, surveys, customer contact case management and customer
analytics.
Utilizing big data analytics can trend
and identify customer sentiment risk
Technical Product
Support Services
The activity related to providing technical troubleshooting, recommendations and
advice through various channels based on experience and an extensive
knowledge database.
Accurate tech support improves first
time fix to out of service products
Product Training
The operation related to creating, managing and fielding technical product training
to employees and customers.
Training is a key customer
satisfaction element.
Asset Health
Monitoring
The activity related to equipping products to product performance data that can be
monitored to prevent or reduce product unavailability.
Reduces unscheduled maintenance
events

Evolving Capabilities - The Future of Product Support Services
14
A
§ Developing further integration between PLM and
SLM system moving to data visualization.
§ Tying BOM change management to product
catalogs & IPC’s to enable near real-time part
updates.
§ Reducing technical support costs by accelerating
parts search and identification to specific asset
serial numbers
§ Reducing lag time between technical content and
training content updates
§ Advancing the use of cloud computing to utilize
large customer information through social media.
§ Enabling big data analytics to improve service
offerings to customers and gather product
performance metrics.
§ Utilizing crowd sourcing for product
enhancement concepts.
B
§ 3D printing technology will revolutionize service parts
inventory planning, optimization and forecasting.
§ New Intellectual Property content management
policies, security, tracking, parts pricing and controls
will need to be developed.
§ This technology will give repair shops new
capabilities to design new repairs, reverse engineer
out of production parts and other capabilities not able
to be defined yet.
C
§ Expanded sensors to increase health monitoring
data collection.
§ Applying Big Data technologies to trend new
system reliability challenges.
§ Developing prognostic algorithms to improve early
warning of failures.
§ Big Data intelligence will foster the design of
enhanced self detecting diagnostics with self
correcting capability for systems and sub-systems.
D
Connected Products
Knowledge ManagementAdvanced BOM Management
Additive Manufacturing
A
B
C
D
D
A
A
C
B
B
D
D

Digital strategies in Smart Services are reordering value chains
and creating new opportunities
15

Smart Services operating practices
16

Smart Services drive profitable growth with optimized service and
new data-driven business models
17
Smart Services - Business impact
§ Assess your current product portfolio as well as the already associated
services to identify the possibilities for their digital enhancement
§ Assess your firm‘s current capabilities to deliver Smart Services and
identify needs for improvement
§ Determine the need and business potential for Smart Services in your
portfolio (innovation)
HOW DOES IT IMPACT MY BUSINESS?
WHAT SHOULD I DO ABOUT IT?
§ Ability to deliver higher value-add (through service customization or the
combination with smart products) and better service quality, e.g.
shorter reaction times
§ Smart Services enhance the user experience
§ Smart Services will allow to penetrate new markets for services and
data-driven business models
§ Smart Services allow for dramatically increased efficiency of service-
based operating models

Maturity Levels Guideline
18
Maturity Levels
Technology
§ Best-in-class functionality and value
delivered for business capability
§ Full integration with other lifecycle
capabilities
Level II
Level III
Level IV
PD
PD
PD
Process
Organization
§ Common, formal, automated process with
extended enterprise
§ Can measure and predict performance with
use of standardized metrics
§ Comprehensive cross-capability strategy in
place
§ Organization is optimized for and focused
on continuous PD/PLM improvement
Technology
§ Delivers the full functionality of the business
capability through integrated toolset
§ Some integration with other business
capabilities
Process
Organization
§ Processes documented and followed
§ Processes designed to facilitate
standardization and reuse
§ Organizational level process training
§ Organization is structured to facilitate
innovation and adoption of new
technologies
Technology
§ Tools delivers some functionality for the
business capability
§ Capability less effective due to use of older
methods/ practices/ tools
§ Capability not integrated with other
business capabilities
Process
Organization
§ Formal process is defined
§ Disconnected/manual process between
enterprise domains
§ Roles and Responsibilities are defined.
Our capability maturity model defines four levels of sophistication
which are used to baseline your product development
capabilities and sub-capabilities.
Level I
PD
Technology
§ No capability present
§ Limited toolset supporting very basic
business capabilities
Process
Organization
§ No cross-capability strategy in place
§ Manual, disconnected process from rest of
organization
§ Roles and Responsibilities are not clearly
defined.
Lagging
Leading
Advanced
Basic

Our diagnostics tool helps clients self-assess maturity level and
potential benefit opportunities
19
Capgemini Consulting’s Smart Services Self-assessment Tool
Instructions Questionnaire Output
1 Maturity Level
2 Potential Benefit Opportunities
0. Company Profile
1. Warranty / Contract Management
2. Asset Management
3. Field Service Management
4. Service Parts Management
5. Customer Management
6. Social Media
7. Business Intelligence / Analytics

Opportunity Assessment identifies and conceptualizes pilots
which promise fast, measurable business value
20
Sample pilot-based opportunity assessment
Pilot
Build, test, roll outPilot
Build, test, roll out
Discovery
Day
Define relevant set
of use cases and
select pilot
Pilot
Data profiling
Internal
data
External
data
Identify levers of value for field services
improvement
Explore the
“art of the
possible”
Assess internal data quality based on a
client data sample
Business case
Identify and validate additional external data
sources
Business case per identified use case
Review
external best
practices
Develop a
long list of
use cases /
hypotheses
Create roadmap for
pilot implementation
and start activities
A B C D
A
B
C
D
8 – 10 weeks

Opportunity Assessment identifies and conceptualizes pilots
which promise fast, measurable business value
21
Sample pilot-based opportunity assessment
Pilot
Build, test, roll outPilot
Discovery
Day
Define relevant set
of use cases and
select pilot
Pilot
Data profiling
Internal
data
External
data
Identify levers of value for field services
improvement
Explore the
“art of the
possible”
Assess internal data quality based on a
client data sample
Business case
Identify and validate additional external data
sources
Business case per identified use case
Review
external best
practices
Develop a
long list of
use cases /
hypotheses
Create roadmap for
pilot implementation
and start activities
A B C D
A
B
C
D
8 – 10 weeks

We support our clients’ servitization initiatives with a set of digital
advisory offerings
22
Capgemini Consulting Advisory Offerings
1 Assessment 2 Strategy & Design Advisory
Digital Scan for
Smart Services
(~4 Weeks)
§ Operating Model Design
§ Organizational Design
§ Business Model Design
§ Process Design
§ Strategic Change Management
§ Data & Analytics § Knowledge Management
§ Asset Management
§ Inventory
Optimization
§ Invoicing & Billing
Optimization
§ Fleet Management
Optimization
§ Manufacturing
and Product
Development
Improvement
Sample
Target
Value
§ Cost to Serve
§ Inventory Carrying Cost
§ Real-time Information
§ Revenue Sources & Cash Flow
§ Agent Productivity
§ Customer Satisfaction, Loyalty

Capgemini helps clients exploit the business potential of
Smart Services
23
§ Review of the product and
service portfolio for adaptation
requirements
§ Re-engineering of product
portfolio to CPS
§ Service innovation and
implementation
§ Apply customer value analtics
to improve revenue and profit
§ Assess your digital maturity
and market potential
§ Identify and develop business
opportunities
§ Design the business model
§ Develop the roadmap towards
Smart Services
How can Capgemini support clients in this Transition?
Definition & establishment of security and communications standards (e.g. security solution on
device level and corporate M2M-communication standards)
Strategy & Roadmap Product & Service
§ Design, implementation and
operation of digital platforms
(e.g. the service cloud) and
infrastructure
§ Integration platforms (vertical
and horizontal integraztion)
§ Reference architecture
§ Design and implemen-tation of
digital business processes
Operational Execution
§ People and culture
transformation
§ Leadership skills transformation
§ Transform towards end-to-end
engineering integration
Transformation

The Field Service Journey
24

Component Details
25
Field Service
Dispatcher ConsoleOptimizationScheduling
Service Cloud
Appointment
Booking
Resource Mgmt
Adv. Assets &
Install Base
Entitlements
& SLAs
Work Orders
IoTIntegration Platform
Service
Contracts
Cases
Analytics
Knowledge
Mobile
w/ Offline
Console
Products
& Parts
S1 MobileSFX Lightning Workflow

54%
Siloed teams
and processes
Poor resource allocation
Disconnected from CRM
of companies are using manual
methods to handle field service
Lack of mobile support
Current systems are inefficient and costly
Field Service Management is Challenging

Connect your entire workforce
Put agents, dispatchers, and mobile employees on one
platform to deliver 360 degree support
Intelligently schedule and dispatch work
Automate scheduling based on skills, availability, and
location to optimize on-site service
Track and manage jobs in real-time
Update work orders, change requests, and job status
anytime, anywhere
Best-in-class field service solution built on the
world’s #1 service platform
Introducing: Field Service Lightning

Service Agent Dispatcher Field TechnicianCustomer
Optimize job scheduling
based on your business
rules
Real-time insight into service
operations
Run service tasks on-site
from any device
Access key information to
complete the job quickly
Get a complete view of the
customer
Create and schedule a
Work Order from any case
Book a service appointment
anywhere, anytime
Have the technician arrive
on time with the right skills
Connect customers, agents, dispatchers, and service technicians on a single platform
Streamline Operations Across the Entire Service Chain

FSL+ Feature List
29
Feature Use Case Use Case Definition
Time Sheets
Manage Time Sheet Header to control Time Sheet Process
Time Sheet exist in FSL roadmap. Custom Object
Configuration.
Configurable. Allows multiple.
Manage Daily Time Sheet to contain individual Time Entries
Daily Time Sheet container which contains Time Entries.
Custom Object configuration
Create Time Entries to capture Event, Task or Work Order
Debrief Entries
Created from things Task, Event or Service Order Debriefs.
Custom Object Configuration
Configurable? Allows for adding objects and changing relevant
fields.
Submit Time Sheet Header or Time Sheet Summary for
Approval
Submit Header or Daily for approval. Standard Approval
Process
Auto Create Time Entries and Daily Time Sheet based on Time
Sheet Header settings
Customization to create Daily Time Sheet and Time Entries
Configurable
Mobile configuration for timesheet entry User can enter/submit timesheets via SF1 app
Labor Debrief
Add Labor Lines to Work Order
Custom Object Configuration. Custom way to add Parts (VF)
Multi-Add
Retrieve Labor Rates for Work Order Debrief 1.5
Assign Technician to Labor Lines Custom Object Configuration
Mobile configuration for labor debrief User can debrief on labor within SF1 app

FSL+ Feature List
30
Feature Use Case Use Case Definition
Part Debrief
Add Part Lines to Work order
Custom Object Configuration. Custom way to add Parts (VF)
Multi-Add
Manage Inventory for Locations and Technicians
Customization to manage Inventory and increment or
decrement stock
Stock Locations and Trunk Stock
Mobile configuration for parts debrief User can debrief parts within SF1 app
Preventive Maintenance
Create Preventive Maintenance based on Asset Attributes Custom Objects Configurations
Auto Create Case or Work order based on Preventive
Maintenance
Customization to include auto create Case or Service Order
Configurable. Allows for configuration of Case and Work Order
creation times
Create Preventive Maintenance from PM Templates Custom Objects Configurations. PM Plan functionality
Relate Preventive Maintenance to Service Contracts Custom Objects Configurations. Service Plan functionality
Steel Brick (Contracts)
Report on SteelBrick Contract Data Standard Report using Service Contract information
Create specific coverage for Entitlements(Time, Materials,
Services)
CPQ Configuration to create Service Contracts, Preventive
Maintenance, and Warranties
Creation from templates
Perform Manual Entitlement for Case Or Work Order
Add Warranty or Service Contract to Case or Work Order using
custom manual Entitlement process
Perform Auto Entitlement for Case or Work Order
Add Warranty or Service Contract to Case or Work Order using
custom auto Entitlement process
Submit Service Contracts for Approval Standard Approval process

FSL+ Proposed Data Model
31

Enhanced Work Order Debrief – also available on mobile
32

Time Sheet Record
33

Timesheet Create/Edit
34

Preventive Maintenance
35

FSL+ Capability Matrix
36
Capability FSL FSL+ FSL+ Added Functionality
Time Sheets X X
• Time entries for events, tasks, work orders
• Auto-creation of time entries from timesheet header
• SF1 timesheet submissions/approvals
Part/Labor Debrief X X
• SF1 Debrief
• Labor Pricing
• Multi-Add parts
Inventory Management X
• Stocking Locations
• Stock Increment / Decrement
Preventative Maintenance X
• Configurable PM Plans
• Auto-generate Case
• Define PM Schedule/Frequency
Steel Brick (Contracts) :
Contracts, Warranties, and
Entitlements
X
• Create specific coverage for Entitlements (Time,
Materials, Services)
• Work Order Entitlement Process
• Contract approval processes

The information contained in this presentation is proprietary. © 2016 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini.
www.capgemini.com
About Capgemini
With more than 180,000 people in over 40 countries, Capgemini is one of the world's
foremost providers of consulting, technology and outsourcing services. The Group
reported 2015 global revenues of EUR 11.9 billion. Together with its clients, Capgemini
creates and delivers business, technology and digital solutions that fit their needs,
enabling them to achieve innovation and competitiveness. A deeply multicultural
organization, Capgemini has developed its own way of working, the Collaborative
Business Experience™, and draws on Rightshore®, its worldwide delivery model.

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