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Route Optimization Software, It's about the people, not the technology

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How to succeed in implementing route optimization software and mobile workflow technologies

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Route Optimization Software, It's about the people, not the technology

  1. 1. Route Optimization Software It’s About the People, Not the Technology How to Succeed in Implementing Route Optimization Software and Mobile Workforce Technologies SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 1
  2. 2. Overview • Pitfalls and mistakes in the implementation of route optimization and mobile workforce technologies – Small scale = route optimization for one service – Large scale = mobile workforce for entire division • Methodology to implement these technologies. • Why? – As little as 30% of these technologies are 100% successfully implemented – Need to evaluate a better process to implement these technologies SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 2
  3. 3. Requirements - Waste Collection Software Technologies • Route Optimization – Route Distribution Planning – Route Sequencing • Mobile Workforce Management – Route Update Notification – Route/Work Order Mapping – Dispatching – Route Navigation – Route Status Monitoring – Infield Data Collection – Route Performance Reporting – Historical Route Analytics – Logistical Feasibility Analysis SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 3
  4. 4. Background About Presenter • Founder and former CTO of route optimization software company, C2Logix • Consulting in implementing and developing e-commerce and mobile workforce technologies • Over 55 route optimization implementations all over the USA from San Francisco to Miami, Baltimore to LA – Recent projects: Henrico under DAA; Virginia Beach under SCS • Developed federal government’s nationwide disaster response software for the Strategic National Stockpile • Lessons Learned - Both my implementations and those of every other routing software most commonly fail to meet the majority of their objectives. • A failure is defined as the technology is not utilized after the initial implementation – Typical story • Staff get trained and then never use it • One staff uses it and then gets promoted with no replacement SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 4
  5. 5. Why Do They Fail? • Throwing technology at a problem before defining the new business process the technology is supporting • Implementation is focused on the technology and not the people involved • Important to choose the appropriate technology that can solve your problem, but more important and critical to first define how the job should be done. – Often the software vendor tells the customer how better to do their job using the tech • Software vendors will only tell you what their tech can do and you must conform to their technology – This is wrong, you define how better to do your job and select a software that helps achieve that goal • “Do not ask what you can do with technology, but ask what technology can do for you!” SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 5
  6. 6. Large Scale Software Implementations • Large scale ERP implementation's, such as SAP, have entire practice areas dedicated to business process optimization. • Even with this focus, many ERP implementations fail as they don't fully engage the stakeholders and users in the implementation. – According to SAP's business process optimization practice: – 30% of all implementations completely failed, – 40% partially implemented the objectives, and – only 30% completely implemented the objectives. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 6
  7. 7. Examples of What Can Go Wrong • Baltimore complete redefining of collection days and routes for 200,000 households from six days per week to four days per week. – Union representatives were provided the proposed changes, but they resented not being involved in the process early on. – Unproductive friction between the union representatives and city management • Virginia Beach first phase of a complete reroute because of the need to use tandem axle new tandem axle trucks. – Although supervisors were involved in early discussions to identify pain points which were addressed in the new routes, when the new routes were delivered, staff stormed the HR office with complaints: • Their time on route would be longer • They were driving new routes • Other services (yard) that were based on the waste routes were not re-mapped • You will never get rid of all of the dissenters, but you can reduce surprises by involving staff at more steps along the process. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 7
  8. 8. Business Definition (Vision, Mission & Critical Business Objectives) Business Process Optimization Business Requirements System Implementation Plan Systems Implementation (procurement) Metrics & Enhancement The solution is to improve your business processes before implementing technology How Large Scale Technologies Are Implemented
  9. 9. Building Momentum • Involve drivers, supervisors, route managers, customer service, analysts, and IT staff in defining: – Pain points in the current process – What could be improved – What new improved business process would look like • Use a series of diagnostics and workshops – Diagnostics include surveys such as a driver safety survey, a computer proficiency survey, and focus interviews – Workshops involve mapping out the current and new business processes SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 9
  10. 10. Refined Route Development Process Involving Stakeholders SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 10 Initial Team Presentation & Planning In-field with Crews Driver Safety & Review Sessions Driver Sessions to Calibrate Model Reviews of Scenarios Driver Input on Map Design Driver Training/ Feedback on Draft Routes Access to Software to Modify Routes Does Not Involve Software Purchase and Implementation
  11. 11. Steps • Business Definition (Vision, Mission & Critical Business Objectives) • Business Process Optimization – “AS IS” then “TO BE” workflows • Functional/Technical/System Requirements – List in RFP • System Implementation Plan – Staff, timeline, responsibilities • Systems Implementation – Procurement and implementation • Metrics & Enhancement – Monitoring success SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 11
  12. 12. Defining Requirements • Planned Routes – With a fixed number of stops that has a very low percentage of changes to the stops on a daily basis, planned routes may be updated annually or semi- annually. Examples are automated residential waste collection, bulky waste collection, and meter reading. • Dynamic Routes – The stops to be serviced varies on a daily basis and may change during the day as new work orders are created. Examples are waste cart deliveries and line maintenance. • Combined Planned and Dynamic Routes – The crews have a fixed number of stops with work order stops added in at the beginning of the day and during the day. Examples include water flushing, meter repairs/maintenance, and water quality laboratory sampling. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 12
  13. 13. Types of Vehicle Routing Algorithms • High Density Routing - High Density Routing refers to waste collection and meter reading. High Density Routing is where you have a large number of stops (more than 200) serviced on the same route and in a contiguous boundary. • Point-to-Point Routing - Point-to-Point Routing refers to cart deliveries, maintenance, repairs with generally less than 100 stops per route per day. With Point-to-Point Routing, the boundary is not as important as the schedule and sequence. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 13
  14. 14. Driver Safety Survey Two objectives: 1. Get drivers involved in the process. 2. Identify requirements for safety issues in the route design. Provide an outlet for the drivers to identify pain points on the route – Use this as a precursor to meeting with the drivers and managers to mark up on a map the streets that are candidates for being serviced by A different type of collection. • In Virginia Beach routing implementation actually increased the number of rear load routes. – Managers and drivers which identified serious safety concerns about backing down the dead-end streets especially near the beach tourist areas where there was a lot of pedestrians kids playing etc. – Using a rear load truck with helpers on the back to guide the driver and backing down the street significantly reduced that safety issue. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 14
  15. 15. Oklahoma City Waste Route Safety and Productivity Survey, 2017 • What are the top five issues that affect your productivity? Write in a 1, 2, 3, 4 and 5 to rank them from top down. If they are not an issue, do not provide a number. – ________ Breakdowns – ________ Improperly placed carts, requiring the driver to get out of the cab – ________ Waste outside the cart, requiring the driver to get out of the cab – ________ Extra carts (more than 1 cart at a house) – ________ Townhomes, garden apartment or other stops that require getting out of the cab – ________ Traffic – ________ On street parking – ________ Narrow or hard to maneuver streets – ________ Dead end streets requiring backing down and also driving in forward and backing out – ________ Call backs to get carts that were not set out or reported as “missed” – ________ Handicap or backdoor service customers – ________ Townhomes, garden apartment or other stops that require getting out of the cab – ________ Writing citations or notices to customers – ________ Talking to customers, answering their questions – ________ Accidents – ________ No helpers available (semi-automated only) – ________ Poor, inaccurate or confusing route maps – ________ Poor, slow equipment (slow/frequent cycling, poor compaction) – ________ Police stopping, overweight checks – ________ Other (please describe)_______________________________________________________________________ SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 15
  16. 16. Oklahoma City Waste Route Safety and Productivity Survey, 2017 • What are the top 3 issues that affect your safety? Write in a 1, 2, 3, 4 and 5 to rank them from top down. If they are not an issue, do not provide a number. ________ Traffic ________ Onstreet parking, narrow or hard to maneuver streets ________ Dead end streets requiring backing down and also driving in forward and backing out ________ Too many u-turns ________ Pedestrians or students near schools ________ Other (please describe)_______________________________________ • What streets are on your route that are not safe to be serviced by a fully automated truck? These may be dead end streets, streets with significant onstreet parking, one-way streets, alleys or narrow streets, etc. Please use a highlighter and mark these streets on your route maps. • What recommendations do you have to improve the safety or productivity of your routes? • What do you like or dislike about your current route maps and customer reports? What recommendations do you have to improve the route maps and customer reports? SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 16
  17. 17. Computer Proficiency • Route optimization software is very difficult to master. • It involves manipulating large amounts of data and understanding how parameters will impact the results. • The most common mistake by software vendors is providing multi-day training at one time or two times without any involvement before and after the training. • The most common the mistake by management is assigning route supervisors and IT staff that do not have adequate and dedicated time to use the software on a daily basis. – Takes six months to master the software. – Some GIS staff could shorten that to two months but it still takes time and experience to gain the confidence in the results of the software. • It's not about how to push buttons it's about being confident that the model and it's results are accurate. • The computer proficiency survey helps to identify the comfort zone and capabilities of staff and using different levels of software geared towards routing and mobile workforce technologies. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 17
  18. 18. Computer Proficiency Survey 1. How would you rate your computer skills? Both online and offline. 2. How often do you use Microsoft Excel? 3. How proficient are you with using Microsoft Excel? 4. How often do you use ESRI ArcGIS? 5. How proficient are you with using ESRI ArcGIS? 6. How fast do you learn new computer programs? 7. Do you typically need training to learn new computer programs or are you comfortable with self-teaching and just reading the manual? 8. Do you use a Smartphone to find places on a map, such as Google Maps? 9. What are the last two computer programs you learned for work? 10. What computer program (online or desktop) do you use the most? 11. Do you know any programming languages, e.g., Visual basic, HTML, SQL? If yes, please list. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 18
  19. 19. Assessing the Results • For the driver safety survey, follow up the survey by allocating time that the drivers can meet with you to review their answers and take a map and market up with all the streets that cannot be automated. • For the computer proficiency survey, identify the champions, the staff that will comfortably manage learning the software and would have the desire to use it on a daily basis. – They must have a minimum proficiency in XL and preferably experience in GIS with a knowledge of waste operations. – If you do not have staff that have a mid-level computer proficiency you are likely to have an implementation problem. • Hire a staff person analyst to be your champion in Main implementer. – Other option is to hire a consultant – Define requirements for a less complicated solution, which may be combo of outsourced to consultant and internal software implementation. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 19
  20. 20. Computer Proficiency Results • 52% of field service staff deem themselves as basic computer users • Several staff are computer savvy and knowledgeable and most staff have the ability to learn mobile applications. – 32% use Excel daily and 22% consider themselves as expert users. – 18% use ESRI ArcGIS daily or weekly with 4 respondents stated they were advanced users • The need for training is highlighted in that 40% stated that they learned software slowly • 74% of users currently use SmartPhones to find places on a map – They can learn most of the practical mobile applications that would be needed for our solution areas. • Staff have adequate computer skills to implement any of the systems SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 20
  21. 21. Va. Beach Bulky Waste Requirements • Ability to route up to 1000 stops with 8 trucks. • Ability to only utilize the optimum number of trucks each day (and not require the user to define or reduce the number of trucks). • Ability to create a logical and optimized customer sequence for up to 150 stops in a route. • Ability to disallow more than one truck from servicing the same street segment and side of street. This does not need to be an actual parameter in the software and could just be demonstrated in the routes produced by the software. • Ability to select the optimal disposal facility amongst a selection of up to 5 locations. • Ability to define the disposal facility(ies) that will be used by an individual truck (e.g., white goods only got to landfill). • Ability to use historical average speeds on an hourly basis by road segment (between two intersections) and side of street. • Ability to generate routes for 1000 stops within 30 minutes. • Ability to export the sequenced routes to a GPS navigation device or Android app. • Ability to modify customer route assignments, including stop sequence, via the map. • Ability to modify customer route assignments, including stop sequence, via the list of stops. • Ability for the routes to be printed for the crews as reports and maps. • Ability to establish a customized import process that does not require programming. • Ability to import customers and automatically geocode the customers using the imported XY coordinate (in State Plane projection) and geocode those addresses that do not have XY coordinates. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 21
  22. 22. OKC Route Planning Requirements SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 22  System must be accessible to UOS and have a simplified workflow for UOS to be able to make changes to routes.  UOS must have a way to generate and print standard route maps after routes have been updated.  SAP changes to routes must update in GIS and vice versa.  System must be capable of routing 220,000 stops at one time in up to 200 routes.  Routes can have up to 5 depots and 5 disposal facilities.  Routes are generated based on minimizing time, cost, or distance.  System must utilize a flat file import of stops with XY coordinates and automatically generate routes in a batch process.  System must be capable of batch process routing as a web service.  In one process, system must be capable of routing 60 days of stops to define the day to be serviced and the route to be assigned.
  23. 23. OKC Route Planning Requirements  System must have the following parameters that are used in the algorithm: o Minimum and maximum length-of-day for each route o Specific beginning and ending times for each route o Minimum and maximum weight or volume for each route o Minimum and maximum number of transfer station/landfill trips for each route o Predefined or optimized beginning and ending facilities and transfer stations/landfills for each route o Wait times at the transfer station/landfill for each route (in addition to the facility times listed below) o Individual vehicle preparation times at the beginning and end of day (in addition to the facility times listed below) o Break times for each route o Wait times at the depot o Wait and dump times at transfer and landfill facilities o Day(s) of week collection o Number of carts or cans o Service time for each cart or can o Weight or volume for each cart or can o Revenue generated by cart or customer o Size of vehicle required to service the customer (access considerations)  System must have the ability to require routes to stay within zones or boundaries via drawing an area on the map and saving that area for future routing. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 23
  24. 24. OKC Route Sequencing Requirements • System must be able to distribute up to 1,000 work orders up to into 40 routes and sequence the order that they will be serviced as an automated batch process via a CSV file export from SAP. • System must be capable of sequencing up to 1300 stops in grid type street layout as good as can be done manually. • System must be capable of sequencing that requires two passes on each street. • System must be allow for the user to redraw the route sequence or path on a map. • System must be able to limit the time a stop is serviced by setting multiple time windows specific to individual collection days. • System must have the ability to optionally require the path routing algorithm to specify a left-hand (or right-hand) turns into dead-ends and cul-de-sacs. • System must have the ability to automatically produce individual travel directions by route. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 24
  25. 25. Systems Diagramming OKC Field Service SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 25
  26. 26. New Field Service Systems SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 26
  27. 27. Focus Interviews • You're not buying a technology, you are optimizing a business process • Focus interviews - identify areas of pain and areas for improvement in a structured manner. • Anonymous – Staff often not comfortable for management to see criticism, but it is important for stakeholders staff to understand that their input and knowledge of the business is very important to this implementation. • These are a best practice in large scale implementations. – May be overkill for just implementing route optimization software, for mobile workforce the extent of issues and stakeholders affected increases SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 27
  28. 28. Focus Interview Results • “Failure of SAP – all but impossible to change routes urban/rural” • “We need to rebalance Route (North and South Areas)” • “Difficult process to split into multiple routes. Don’t have access to change routes. Can’t see how the routes have been done.” • “Ad-Hoc process to find mis-assigned routes.” • “There is a gain to be had here.” • “The routes are very unbalanced, we don’t have the right tools and data.” • “Meter reading (routes) are grossly inefficient.” • “Route Re-sequencing – It’s a mess. There is no accountability.” • “We don’t get much consistent information.” • “We need route tracking and benchmarks.” “I can’t manage when I don’t know what they have done.” SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 28
  29. 29. Business Process Optimization • Thorough examination of the “AS IS” business processes and a definition of the “TO BE” business process that utilizes technology – Must be done with the staff that do the work – Software vendors typically do not include business process optimization as part of their implementation. It would just add cost and make them less competitive. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 29
  30. 30. As Is Process Mapping Objectives – Describe the process as it works today from start to end in a high touch, low-tech exercise – Identify strengths and opportunities – Capture the complexity and disconnects of operational issues – Quantify elements of timing, volume, resource requirement SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 30
  31. 31. Mapping Your “AS IS” Business Process 1. Interview the stakeholders and develop a flowchart of every step of information exchange along the way. 2. Then meet with stakeholders again to verify that the map is correct and provide a proposed to be a process and get their feedback and modifications. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 31
  32. 32. Review As Is with Staff • Business process flowcharts reviewed with key staff. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 32
  33. 33. Examples of Process Optimization • Solid Waste Cart Delivery and Repair in OKC SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 33
  34. 34. Bulky Waste Collection As-Is in OKC SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 34
  35. 35. Business Process Mapping Workshop • Map the As Is Virginia Beach bulky waste collection • Draw on Paper – Boxes for actions – Diamonds for decisions SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 35
  36. 36. Virginia Beach Bulky Collection • Call Request – Waste Management receives calls requesting collection. – Customer service staff enter the customers address into the Work Orders Database, a custom-developed Access database application. • The address does a look up against the CSMaster database and populates the work order with the customer’s route coordinator and collection day. • One material is entered for each work order, including appliances without Freon (white goods), refrigerator freezer AC (white goods), appliance furniture box, attic garage cleanout, door, fencing, furniture, grill, kiddie pool, lawnmower, misc., move out, moving boxes, outdoor equipment and furniture, area rug, scrap wood, sheds, swingset, water heater. – There are an average 344 work orders per day for bulky and 22 per day for white goods collection (see below). SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 36
  37. 37. Virginia Beach Bulky Collection • Work Order Report – At 5:00PM each day, customer service staff print a report from the Work Orders Database. • The report lists the work orders and sorts them by route coordinator, subdivision name, street name and house number. • Work Order Assignment to Crews – Work order report is picked up at the main office at 6:00 AM by the two supervisors – Supervisors divide up the work orders to the crews. • The two-person crews are typically given 100 work orders. • The number of trucks dispatched per day ranges from between 4 to 8 trucks. – Crews get list of work orders with no map SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 37
  38. 38. Virginia Beach Bulky Collection • Collection – Crews collect the materials. • White goods are collected separately from bulky items. • Approximately 40 bulky items are collected before a dump is required. • Exception Reporting – Route coordinators leave a tag for the citizen explaining why it was not collected. – Work orders that had a problem being collected are noted with problem codes and entered back into the Work Orders Database, if the issue is not resolved. Problem codes include the following: • Not out. • Out of regulation. • Not at street. • Blocked by vehicle. • Other. SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 38
  39. 39. Bulky Collection As Is Process SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 39 Customer calls for pick- up CSR enter request in Work Order Database Work order report is picked up 6:00 AM Work order report printed 5:00PM Supervisors divide up the work orders to the crews Crews get list of work orders with no map Crews collect Route coordinators leave tag for the citizen if not collected CSR enters status in Work Orders Database Collecte d? Route coordinators gives CSR update of work order status No Yes Crews call route coordinat or No Crews give list of completed to Route coordinators Crews plan sequence
  40. 40. Bulky Collection To Be Process SWANA VA Collections Training 2017 Kevin Callen, 703-473-7055 kevincallen@RouteOptimizationConsultants.com 40 Customer calls for pick- up CSR enter request in Mobile Workforce Mgmt Work orders routed automatically Supervisors review routes and dispatch Crews get list with map on mobile device Crews collect Route coordinators leave tag for the citizen if not collected Collecte d? No

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