Productivity Improvements for Field Service Operations

field service operations

One of service leaders’ main concerns is the field team’s productivity. Due to a lack of monitoring capabilities, it is frequently impossible to determine what is causing the productivity issues in the field team. Poor team motivation is another issue that keeps service leaders busy. An effective and affordable field service CRM can help mitigate the productivity lacking in field service operations.

Although service leaders expect field service engineers to be self-driven and carry out maintenance tasks with honesty and integrity, it is obviously not possible for the teams to be motivated all the time, react appropriately in all situations, choose the best course of action with little guidance, and always work in the interest of customers.

Field Service productivity seems to be an impossible goal in the current situation. On the other hand, firms with field service operations assert that by implementing long-term changes in their business practices, they can boost productivity by as much as 30% to 60%.

Businesses have utilized these five productivity measures for Field Service Engineers to increase productivity and improve operational profitability.

5 Productivity Improvements for Field Service Operations

1. Time Savings

Despite frequent complaints from field service crew members about the excessive use of tracking and monitoring systems, field service organizations view it as a necessary evil.

The issue arises when the goals of tracking and monitoring disagree with one another. This tension results from managers’ inability to focus on minute details rather than encouraging the service engineers to deliver the desired results.

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Service executives should take advantage of the fact that they are now responsible for overseeing every field activity due to the rising usage of technologies to discover productivity gaps, such as time spent on particular tasks or issues with resource allocation or inventory management. Service executives may significantly boost productivity by utilizing field service CRM software to spot these gaps and take proactive measures to close them.

2. Distribution of Workload

Many field service engineers blame management for inadequate task distribution and incomplete field job specifics that lead to a reduced rate of first-time fixes and low levels of customer satisfaction.

Managers are not entirely to blame, though, as they also deal with cumbersome paper-based processes that make it challenging to track daily tasks, the status of work orders, the scheduling of field teams, the dispatch information provided to technicians, and approvals for invoice and payment processes.

Despite the fact that many field service businesses have already moved away from paper-based processes, the tools they use for planning and managing field service operations are not entirely connected with overall processes. The use of CRM for field service solutions that link all operational processes is crucial if managers are to have complete visibility into field activities. With operational visibility, they can examine the current situation and come to more informed conclusions.

3. Information Access

The lack of information on the job site is one of the factors contributing to a decline in field service engineers’ productivity levels. The majority of the time, service managers lament that service delivery was delayed because they were not completely informed of the type of service request, the equipment type, and the dues held.

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In a different instance, a field service engineer expressed his annoyance at not being able to easily obtain service manuals and troubleshooting instructions to carry out the necessary repairs. Unexpectedly, the service technician was managing field services with an automated tool. Field service CRM for businesses with service operations helps reduce the time required to collect information and analyze the required service to be provided.

4. Hardware

To handle the service request, a field service engineer needs the appropriate equipment, inventory, spare parts, and mobile phones. Here, the use of field service phones is essential for providing services. The reason behind this is that consumer-grade phones are not made to be utilized in difficult terrain. The ideal mobile phones for field teams are those that can tolerate hot and cold temperatures as well as being dust, storm, and water resistant for at least 30 minutes.

Field service managers are responsible for ensuring that the appropriate technician has the appropriate tool for the job. Managers must make sure that the tool is well integrated with inventory to offer information on stock-in and stock-out as well as spare parts availability, even though it necessitates the use of an advanced field service CRM system.

5. Minimal Administrative duties

Although the field service sector has made significant progress away from manual data collecting and administration methods, few field service engineers would attest to the practicality of field service CRM software.

The majority of solutions are fragile and clumsy, which increases the workload associated with record-keeping, managing call logs, visit-in and visit-out timings, etc., taking up valuable time from the field service engineers. To eliminate manual data updating, it is crucial to choose a field CRM that is simple to use and contains AI-backed functionality.

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The Final Thoughts

With time, field service management has evolved. CRM for field service for businesses with service operations has changed the way operational challenges were dealt with. Service managers now have it simpler to increase productivity and efficiency without placing undue stress on the field personnel, thanks to the use of digital tools.

By Suyash Kaushik

Suyash is a customer experience manager at FieldCircle, a field service technology company. A writer by heart, he loves to spread the word around how customers interact with business across channels and the role of next-generation technology in customer experience and business success.

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