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eBusiness Work Exchange and Work Eexeution Solutions For the eWork Market
Joseph Mediate
CEO
iMedeon
400 North Winds Center West
11605 Haynes Bridge Road
Suite 600
Alpharetta, GA 30004
Joseph Mediate
CEO
iMedeon
400 North Winds Center West
11605 Haynes Bridge Road
Suite 600
Alpharetta, GA 30004
Paper
In today’s world, the much over used letter ‘e’ appears to be e-everywhere. To some it indicates a new way to do business electronically, and to others it is an alert to beware of confusing acronyms by a company trying to repackage old business processes. The world of eWork embraces the tried and true ways work has been performed over the years and leverages technology enabled processes resulting in improved performance of the business workforce at a lower cost. From wireless communications and the emergence of cost effective field appliances, like Windows CE TM devices and PalmPilots TM , to the inter-enterprise connectivity provided by the Internet, eWork provides new tools to address an old process.
It has been said that the Field is the organization in most companies that has been bypassed by automation. This being said, the Field is the group that would also generate the greatest return on a firm’s investment in their automation and new business process enablement. So what kind of company can benefit from the roll out of an eWork solution? Any company that leverages an extended or virtual workforce to gain competitive advantage in the marketplace will greatly reap the rewards of an eWork solution deployment.
There are several components of an eWork Solution. They not only include the ability to create a community where work can be exchanged between trading partners, but also include the ability to execute the work in a most timely fashion and the ability to report on the very detailed information that is managed in the active data repository. This White Paper will detail these components and present the value these applications provide to all members of this extended work community.
Mobile Work Execution
The ability to perform work is the cornerstone of this new work paradigm. Mobile Work Execution refers to a company’s ability to extend their enterprise to include the field organization. These applications are tailored to meet the needs of the field worker (usually simplified) while at the same time provide the information integration requirements of the front and back office systems. Mobile Work Execution recognizes all sources of work originated irrespective of its source, coordinates, optimizes and dispatches that work, and provides continuous visibility and status of these jobs to the enterprise.
There are many systems and processes that create demand against the field workforce. From Work Management Systems and Network Operation Control Systems, to Customer Information Systems and even the World Wide Web, customers and infrastructure management continually communicate their needs to the enterprise. These requirements are typically single threaded, not coordinated with one another and result in less than optimal delivery of work. Using the Mobile Work Execution approach, all sources of work are consolidated in a single database where their requirements can be rationalized and optimized.
The notion of optimizing processes is not new. Logistics systems have been optimizing over the road trucking for years. Workforce automation solutions identify the appropriate personnel for work as compared to their availability. Supply Chain systems gained much of their notoriety by the ability to optimize materials and resources simultaneously. Mobile Work Execution combines the best of all of these approaches to optimization resulting in the goal of positioning the ‘Right Resource, in the Right Place, at the Right Time, for the Right Cost and Service Level.’ This process sounds easier in theory than it is in practice. As Dispatchers usually do not have control of the entire workforce, nor do optimization goals typically translate easily from one district or division to another. It is imperative that the Mobile Work Execution solution be able to address this division of resources to deliver an appropriate solution.
Once optimized a plan needs to be dispatched to the field. Either in an automated fashion or manually; work must be communicated to the workforce that will execute it. Many solutions have focused on the ability to leverage wireless communications to extend the enterprise connectivity. While wireless connectivity is very powerful, the test of a good mobile application is that it provides the capability to gain access to information through whatever connectivity available (LAN, CDPD, Satellite, www) and operate completely disconnected from enterprise. Providing continual wireless updates of work performed is valuable for many segments of the workforce. In addition, workers generate a tremendous amount of measurable value from being able to ‘sync up’ once a day recording the results of a day’s work and getting assignments for the next day.
Communication to the field is accomplished in many ways. There are POTS line (plain old telephone system) and LAN hook ups, wireless WAN and Satellite (Packetized Data) connections, and now even world wide web connections are provided on a multitude of devices (Win 9x,CE, Palm, W@P). The main goals of these communication protocols is to provide the worker access to the most current information they need to complete their work and to report the details of their completed work automatically eliminating information latency. Much is made of these protocols, and rightly so. Guaranteed Message Delivery and ‘Store and Forward’ messaging ensure the ability for work to continue uninterrupted in a high volume transaction environment. The work anywhere, anytime paradigm is supported only by providing the mobile workforce the ability to continue work in a connected or disconnected mode.
In addition to leveraging multiple communication methods, today’s work execution systems provide many choices regarding the field appliances workers take with them to the field. From the traditional rugged notebook PCs and hand held devices running Windows CETM and PalmOSTM to the new WebPhones, workers now have choices regarding their mobile computing devices. As prices of these devices continue to fall, a larger audience of users will be provided access to the technology. In fact, as of July 21st 1999, there are more than 76 million wireless users in the United States alone * and an estimated 200 million users world wide ** . The number of wireless subscribers grows to an estimated 530 million by 2001 and new estimates have the number of wireless users breaking the one billion mark by the year 2004 ** . These users will go the field with PCs, Windows CE enabled devices, Palm Pilots, Web Phones and even smaller, more portable mobile devices. It is important to understand the difference between these ‘field appliances’ which brings up the topic of Job Appropriate Computing Power.
Job Appropriate Computing Power refers to deployment of the right device to competently complete the task assigned. It cannot be expected that a WebPhone be able to perform the same functions as a fully powered personal computer. Balancing the desirable aspects of the hand-held form factor with the computing power is a delicate process. Many users do not need the full capabilities of a personal computer and can perform their job with lower powered devices. Deploying in this manner allows the enterprise to distribute technology enabled solutions to a wider audience at a lower cost, leveraging a greater return on investment for the mobile project.
Another advantage of providing a low cost computing devices to the field is the creation of a Virtual Workforce. It is not unreasonable for a company to request its contract vendors to provide computing devices that connect them to the enterprise as a term of service. Technical field representatives, inspectors, landscapers, tree trimmers, or any temporary employee can now be seamlessly incorporated into a company’s workforce. Jobs can now be dispatched, have progress updated, and have details of completion provided automatically through electronic means. This process greatly increases the visibility of the entire workforce and greatly enhances a company’s ability to better coordinate all field activities.
Whenever you talk about extending systems beyond the enterprise, the Internet is the conduit for providing connectivity between a customer and supplier. Web based applications that provide open message standards such as XML, JDBC and ODBC, and Java connect disparate computing platforms creating communities where work orders and work information can be shared. Once this level of communication is established, the execution of work can proceed efficiently and at low costs.
Maximizing productive wrench time is the goal of Mobile Work Execution. Increasing the number of work orders per technician per day, improving material and asset utilization, eliminating information latency, maximizing warranty agreements, and increasing customer service levels and loyalty are all benefits to be realized through the deployment of a mobile work solution. These factors create value in an organization through increasing revenues, decreasing expenses, and improving asset utilization. Improving a company’s performance in this manner results in higher profitability, increased market share, and creation of competitive advantage. Simply put, companies engaged in competition for customers cannot afford to ignore Mobile Work Execution. Mobile Work Execution is all about serving customers in the best manner possible, and if a company does not do this, their competition will.
The Emergence of the eWork Market
Companies have typically looked internally to improve the performance of their field service organization. They continually stretch their own workforce to address their growing workloads. This intra-enterprise approach to providing high levels of service has worked for some companies, yet it has come at a cost. A high cost of service, higher prices to customers and diminishing profits are the results of not looking for and embracing new ways to serve and grow their customer base. Companies can now leverage a virtual network of suppliers of material, labor, and supporting equipment. This results in higher levels of service at a lowest reasonable cost maintaining and growing their customer base. They do this through participating in a global Internet community connecting virtual resources resulting in unprecedented levels of customer service. This community is known as the Private Work Exchange TM .
The Private Work ExchangeTM creates an Internet community where suppliers and consumers meet to assemble the best solutions for work requirements. At a high level, the Exchange provides posting and procurement of work. In essence, suppliers bid for work posted by customers and consumers award work based upon the ‘best’ solution provided back to them. At a lower operational level the Exchange provides for information exchange of industry related information, business profiles of customers posting work, a certification and training process to ensure service providers are able to execute the jobs on which they bid. In addition, suppliers can look to business partners to provide complete solutions to customers. The eWork Exchange provides the tools necessary to take advantage of the benefits of a Virtual eWorkforce.
In today’s world, the much over used letter ‘e’ appears to be e-everywhere. To some it indicates a new way to do business electronically, and to others it is an alert to beware of confusing acronyms by a company trying to repackage old business processes. The world of eWork embraces the tried and true ways work has been performed over the years and leverages technology enabled processes resulting in improved performance of the business workforce at a lower cost. From wireless communications and the emergence of cost effective field appliances, like Windows CE TM devices and PalmPilots TM , to the inter-enterprise connectivity provided by the Internet, eWork provides new tools to address an old process.
There are several components of an eWork Solution. They not only include the ability to create a community where work can be exchanged between trading partners, but also include the ability to execute the work in a most timely fashion and the ability to report on the very detailed information that is managed in the active data repository. This White Paper will detail these components and present the value these applications provide to all members of this extended work community.
Mobile Work Execution
The ability to perform work is the cornerstone of this new work paradigm. Mobile Work Execution refers to a company’s ability to extend their enterprise to include the field organization. These applications are tailored to meet the needs of the field worker (usually simplified) while at the same time provide the information integration requirements of the front and back office systems. Mobile Work Execution recognizes all sources of work originated irrespective of its source, coordinates, optimizes and dispatches that work, and provides continuous visibility and status of these jobs to the enterprise.
There are many systems and processes that create demand against the field workforce. From Work Management Systems and Network Operation Control Systems, to Customer Information Systems and even the World Wide Web, customers and infrastructure management continually communicate their needs to the enterprise. These requirements are typically single threaded, not coordinated with one another and result in less than optimal delivery of work. Using the Mobile Work Execution approach, all sources of work are consolidated in a single database where their requirements can be rationalized and optimized.
The notion of optimizing processes is not new. Logistics systems have been optimizing over the road trucking for years. Workforce automation solutions identify the appropriate personnel for work as compared to their availability. Supply Chain systems gained much of their notoriety by the ability to optimize materials and resources simultaneously. Mobile Work Execution combines the best of all of these approaches to optimization resulting in the goal of positioning the ‘Right Resource, in the Right Place, at the Right Time, for the Right Cost and Service Level.’ This process sounds easier in theory than it is in practice. As Dispatchers usually do not have control of the entire workforce, nor do optimization goals typically translate easily from one district or division to another. It is imperative that the Mobile Work Execution solution be able to address this division of resources to deliver an appropriate solution.
Once optimized a plan needs to be dispatched to the field. Either in an automated fashion or manually; work must be communicated to the workforce that will execute it. Many solutions have focused on the ability to leverage wireless communications to extend the enterprise connectivity. While wireless connectivity is very powerful, the test of a good mobile application is that it provides the capability to gain access to information through whatever connectivity available (LAN, CDPD, Satellite, www) and operate completely disconnected from enterprise. Providing continual wireless updates of work performed is valuable for many segments of the workforce. In addition, workers generate a tremendous amount of measurable value from being able to ‘sync up’ once a day recording the results of a day’s work and getting assignments for the next day.
Communication to the field is accomplished in many ways. There are POTS line (plain old telephone system) and LAN hook ups, wireless WAN and Satellite (Packetized Data) connections, and now even world wide web connections are provided on a multitude of devices (Win 9x,CE, Palm, W@P). The main goals of these communication protocols is to provide the worker access to the most current information they need to complete their work and to report the details of their completed work automatically eliminating information latency. Much is made of these protocols, and rightly so. Guaranteed Message Delivery and ‘Store and Forward’ messaging ensure the ability for work to continue uninterrupted in a high volume transaction environment. The work anywhere, anytime paradigm is supported only by providing the mobile workforce the ability to continue work in a connected or disconnected mode.
In addition to leveraging multiple communication methods, today’s work execution systems provide many choices regarding the field appliances workers take with them to the field. From the traditional rugged notebook PCs and hand held devices running Windows CETM and PalmOSTM to the new WebPhones, workers now have choices regarding their mobile computing devices. As prices of these devices continue to fall, a larger audience of users will be provided access to the technology. In fact, as of July 21st 1999, there are more than 76 million wireless users in the United States alone * and an estimated 200 million users world wide ** . The number of wireless subscribers grows to an estimated 530 million by 2001 and new estimates have the number of wireless users breaking the one billion mark by the year 2004 ** . These users will go the field with PCs, Windows CE enabled devices, Palm Pilots, Web Phones and even smaller, more portable mobile devices. It is important to understand the difference between these ‘field appliances’ which brings up the topic of Job Appropriate Computing Power.
Job Appropriate Computing Power refers to deployment of the right device to competently complete the task assigned. It cannot be expected that a WebPhone be able to perform the same functions as a fully powered personal computer. Balancing the desirable aspects of the hand-held form factor with the computing power is a delicate process. Many users do not need the full capabilities of a personal computer and can perform their job with lower powered devices. Deploying in this manner allows the enterprise to distribute technology enabled solutions to a wider audience at a lower cost, leveraging a greater return on investment for the mobile project.
Another advantage of providing a low cost computing devices to the field is the creation of a Virtual Workforce. It is not unreasonable for a company to request its contract vendors to provide computing devices that connect them to the enterprise as a term of service. Technical field representatives, inspectors, landscapers, tree trimmers, or any temporary employee can now be seamlessly incorporated into a company’s workforce. Jobs can now be dispatched, have progress updated, and have details of completion provided automatically through electronic means. This process greatly increases the visibility of the entire workforce and greatly enhances a company’s ability to better coordinate all field activities.
Whenever you talk about extending systems beyond the enterprise, the Internet is the conduit for providing connectivity between a customer and supplier. Web based applications that provide open message standards such as XML, JDBC and ODBC, and Java connect disparate computing platforms creating communities where work orders and work information can be shared. Once this level of communication is established, the execution of work can proceed efficiently and at low costs.
Maximizing productive wrench time is the goal of Mobile Work Execution. Increasing the number of work orders per technician per day, improving material and asset utilization, eliminating information latency, maximizing warranty agreements, and increasing customer service levels and loyalty are all benefits to be realized through the deployment of a mobile work solution. These factors create value in an organization through increasing revenues, decreasing expenses, and improving asset utilization. Improving a company’s performance in this manner results in higher profitability, increased market share, and creation of competitive advantage. Simply put, companies engaged in competition for customers cannot afford to ignore Mobile Work Execution. Mobile Work Execution is all about serving customers in the best manner possible, and if a company does not do this, their competition will.
| Variable Factor | Value Impact to Enterprise | |
| Before | After | |
| Number of Service Orders/Technician/Day | 4 | 7 |
| Field Materials (Turns) | 1-2 | 3-12 |
| Reverse Logistics | < 10% | > 25% |
| Fleet/Asset Utilization | Increase 15% | |
| Data Capture Rate (Information Latency) | >10 Days | <1Day |
The Emergence of the eWork Market
Companies have typically looked internally to improve the performance of their field service organization. They continually stretch their own workforce to address their growing workloads. This intra-enterprise approach to providing high levels of service has worked for some companies, yet it has come at a cost. A high cost of service, higher prices to customers and diminishing profits are the results of not looking for and embracing new ways to serve and grow their customer base. Companies can now leverage a virtual network of suppliers of material, labor, and supporting equipment. This results in higher levels of service at a lowest reasonable cost maintaining and growing their customer base. They do this through participating in a global Internet community connecting virtual resources resulting in unprecedented levels of customer service. This community is known as the Private Work Exchange TM .
The Private Work ExchangeTM creates an Internet community where suppliers and consumers meet to assemble the best solutions for work requirements. At a high level, the Exchange provides posting and procurement of work. In essence, suppliers bid for work posted by customers and consumers award work based upon the ‘best’ solution provided back to them. At a lower operational level the Exchange provides for information exchange of industry related information, business profiles of customers posting work, a certification and training process to ensure service providers are able to execute the jobs on which they bid. In addition, suppliers can look to business partners to provide complete solutions to customers. The eWork Exchange provides the tools necessary to take advantage of the benefits of a Virtual eWorkforce.