Integrated Mobile Work Management and Mobile GIS
A Modular Solution
The system chosen for the mobile solution is the Procis FieldIT family of mobile
products which is part of the STS STORMS work and asset management suite.
The choice of a modular solution is a result of the identified need to further develop
existing mobile applications and to maximise the potential of the new and emerging
technologies such as Windows CE, EPOC 32 (Symbian), Java, Oracle-Lite and
replication, the Internet and mobile voice and data communications. The modules
diagram is as shown above.
All modules use Oracle databases (8i for the Server applications - Work, GIS etc., and 8i
Lite for the mobile); utilise database replication for the transfer of data between the server
and mobile databases; and can communicate via direct cable connection, over networks
and via wired or wireless telephony. The language is Java because of its operating system
independence which will allow implementation on a range of appropriate hardware. Java
is also the language most used for web based solutions and future enhancements will
utilise the product's browser capability and allow user access over the intranet and
internet. This may be particularly relevant to contracted out operations
Section 3 Implementation Issues
Alignment of business processes
The business process addressed by the new working method covers all the activities that
require a job to be done away from the office, in the field. The criteria is:- can the task
be defined as having a start point and end point and has to be executed in the field? If
the answer is yes then it should fit within the realigned business process.
The organisational impact centres around the provision of a centralised dispatching
function through which all job requests are funnelled and eliminating the intermediate
supervisory staff.
Incremental Build
Although the realigned business process presents a very streamlined picture, reality is
somewhat different. There are many types of work, such as maintenance of plant, or
switching activities on the distribution network, as well as visits to customers; a job is
handled differently if it is planned, as against one which is reactive; the working practices
for field workers who have several jobs per day are different to those whose jobs take
longer to complete.
Implementation of a system that covers all these jobs type all at the same time would be
professional suicide. The implementation must be incremental if the overall project is to
be successful. For STW it was determined that 450 production workers were the first
field worker group to have the new tool. The practicality of the solution was tested by
running a pilot system in one depot.
Cultural environment
The introduction of the centralised dispatching function was a major change for the
organisation. It required those staff who were running the centralised dispatching
function to be relocated. For the field workers who were to have their work allocated in
this way there was a requirement to be trained up in the way of operating the new system,
to receive job instructions and send back work done reports electronically.
Before any benefit could be delivered by using the system, STW had a problem because
the existing bonus scheme for the production staff had a ceiling for maximum earnings in
any one month, which was already being reached by the production workers. Clearly
further improvement in productivity as enabled by the new mobile work management
system would have little chance of success if there was no incentive for the workers to
change from the existing working practises.
Section 4 Costs & Benefits
The guideline costs and benefits for implementing the system to 1000 field staff is as
follows:-
| Guideline costs |
£m |
| Hardware £6k per field worker |
6.0 |
| Network to GSM interface |
0.25 |
| Dispatcher software |
1.00 |
| Corporate Systems interface |
1.00 |
| Handheld s/w licences |
1.00 |
| Implementation costs |
5.00 |
| Project Management |
0.5 |
| Contingency |
1.5 |
| Total Project Costs £16 |
.25m |
Guideline benefits
The benefits can be calculated assuming that key working practises and organisational
changes are implemented. The following benefits are based on the assumptions that
field workers will start from home, and that the dispatching function is centralised, and
that the field workers are given all the support data needed to keep them on the road.
Based on 1000 field workers with HOME START, eliminating the need to travel into the
depot at the start of the day:
1 ½ hours per day= 7 hours in 37 hour week. Efficiency gain = 18%
Reduction in unproductive time caused by travelling, standing time, abortive effort 2.5
hours. Efficiency gain = 7%
Total 25%
Average field worker salary including overheads £30k per annum
Efficiency gains at 25% £7.5k per annum
Efficiency gains for 1000 staff £7.5m per annum
Travel costs reduced by 10%
Each vehicle travels 15k miles per annum. Costs at £0.4 per mile = £6k per annum
For 1000 field workers 10% 0f £6k Cost saving £600k per annum
BACK OFFICE
Based on 500 staff involved in generation and management of tasks for field workers
10% improvement through elimination of paper work etc
500 staff on £30k salary = 500 * 0.1 * 30,000 . Efficiency gain £1.5m per annum
Total efficiency gains £9.6m per annum
Typical pay back period for field system project 16.5/9.6 = 1.7 years
Conclusion
STW has embarked on a strategy to streamline the field working section of the business
and has concluded that the implementation of an integrated field system has a business
case which shows a pay back in under two years. The technologies now available give a
cost effective platform to enable the business process to be re-aligned. STW is not
unique; the same compelling case for field systems can be made for other Utility
Companies.
