FIELD SERVICE TRANSFORMATION AT NORTHUMBRIAN WATER

Transcription

1 FIELD SERVICE TRANSFORMATION AT NORTHUMBRIAN WATER James Robbins, CIO, Northumbrian Water Group Tim Burfoot, Programme Director, Northumbrian Water Group Surya Chavali, Principal Consultant, Infosys Oracle Open World October 2014

2 OUR TIME WITH YOU TODAY WE WILL COVER... Some context about the UK industry and Northumbrian Water Objectives of our Programme and where we are on the journey Key business and technical challenges we faced Our approach Results so far Lessons learned 2

3 OUR COMPANY James Robbins, NWG 3

4 OUR COMPANY THE UK WATER INDUSTRY 10 water and sewerage companies 13 water only companies UK Water Assets The water and wastewater assets in the UK include: 1,000 reservoirs 2,500 water treatment works 9,000 sewage treatment works Over 900,000 kilometres (559,200 miles) of water mains and sewers Source: Water UK 4

5 OUR COMPANY THE NORTHUMBRIAN WATER GROUP Water 44 impounding reservoirs 57 water treatment works 344 water pumping stations 338 water service reservoirs 25,545 km water mains (16,000 miles) 2.7m customers Water Production and Distribution Sewerage & Waste Water Treatment Sewerage 418 sewage treatment works 765 sewage pumping stations 29,724 km sewers (18,000 miles 5 1.8m customers Water Production and Distribution People 3,000 employees 370 field technicians and back office support in water distribution and sewerage

6 OUR COMPANY KEY FEATURES OF OUR GROUP STRATEGY Our vision is to be the national leader in the provision of sustainable water and wastewater services. Interpreted in Information Services as: Winning with Intelligence realised through 8 Strategic Bridges Forth: Tyne: Oresund: Tower: Severn: Golden Gate: Hangzhou: Pontoon: IS Organisation & Skills Customer & Communications Partnerships Unified Communications Asset Management Intelligence Field Service Scheduling Mobile devices 6

7 OUR COMPANY FIELD SERVICE TECHNICAL CHALLENGES Field Devices Legacy Systems 7

8 OUR PROGRAMME Tim Burfoot, NWG 8

9 OUR PROGRAMME OBJECTIVE AND THE STORY SO FAR To deliver significant and sustainable improvements to field service operations by designing and implementing change to our processes and technology that ensure we deliver work at the right time with the right people in the right place Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec VISION BLUEPRINT IMPLEMENTATION ALMOST THERE! 9 Our Deliverables iphone 5S Toughpad FZ-G1 In-house Apps New GIS Oracle MWM 2.1 Forecasting & Planning Photo Management Process Alignment Customer Service Tactical Improvements Role Changes Contractor Scheduling

10 OUR PROGRAMME FIELD SERVICE BUSINESS CHALLENGES EQUIPMENT FRUSTRATION IMPACT OF PREVIOUS ATTEMPTS REGIONAL PROCESS VARIATION LACK OF EXPERIENCE WITH COMPLEX CHANGE BUSINESS CHALLENGES UNALIGNED ORGANISATION NO FORECASTING CAPABILITY COSTLY MANUAL SCHEDULING GEOGRAPHY 10

11 OUR PROGRAMME HOW WE INTERPRETED THE SCOPE End-to-end field service management process Metrics Maintain Forecast and High Level Capacity Plan Plan Work and required resources Diagnose Create Job / Task Schedule Complete Work Jeopardy and Performance Management Close Task Job Components of our field service vision CUSTOMER PROCESS PEOPLE ORGANISATION LOCATION DATA APPLICATION TECHNOLOGY 11

12 OUR PROGRAMME HOW WE ORGANISED THE WORK PROGRAMME MANAGEMENT DEPLOYMENT WORKSTREAM Business Deployment DEVELOPMENT WORKSTREAMS Operational Excellence Field Service Automation Organisational Capability Technology Delivery Distribution North Distribution Essex Distribution Suffolk Sewerage Local Business Deployment Leads 12

13 OUR PROGRAMME PRINCIPLES OF OUR APPROACH Principle Build confidence via incremental benefits High front-line engagement Do as much as possible ourselves Strong business sponsorship Accountable business leadership One Programme...One Team Which meant.. Attaching and realising benefits from discrete stages, including Visioning and Blueprinting Facilitating discussion of options even if the most likely solution was obvious Selective and focused use of consulting firms, systems integrator and specialist expertise plus a steep learning curve! Water Director (SVP) as sponsor Senior business managers in key roles Co-location of business and technology 13

14 OUR PROGRAMME CREATING THE VISION AND ROADMAP Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec VISION BLUEPRINT IMPLEMENTATION Creative process based on real scenarios 15 Workshops with 92 front line workers 8 Field activity categories 874 Requirements identified Targeted subject matter input from Deloitte 14

15 OUR PROGRAMME ESTABLISH THE BLUEPRINT & BUSINESS CASE Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec VISION BLUEPRINT IMPLEMENTATION Field Device Evaluation Oracle MWM proof of concept Initial Process Alignment Customer Journeys Business Case 15

16 OUR PROGRAMME MAKING IT HAPPEN Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec VISION BLUEPRINT IMPLEMENTATION Phased Deployment Sep Nov 2013: iphone & Time Capture App May July 2014: Toughpads & GIS Aug Nov 2014: Oracle MWM 16

17 TECHNOLOGY James Robbins, NWG Surya Chavali, Infosys 17

18 TECHNOLOGY ARCHITECTURAL APPROACH ORACLE BUSINESS INTELLIGENCE 18 Customer self service (NWL website) Contact centre application (Plus 2) Work planning application (Engarde) My time (Timesheets) Database server Business application server SOA Integration Web application server Field Services Application (MWM) Mobility Solutions GIS (Elyx Office) Oracle HR (Payroll & People) ICIS (Billing)

19 TECHNOLOGY TECHNICAL BENEFITS OF ORACLE MWM Unified framework Device Independence Easily configurable Complex customizations made possible SOA support out of box services Extensibility enables future CC&B and WAM/EAM rollouts with reduced impact 19

20 TECHNOLOGY SYSTEMS INTEGRATOR PARTNERSHIP Solution quality Cost control Oracle relationship ENGAGEMENT AS PARTNERSHIP Close coordination between Infosys and NWG is helping achieve the Programme s objectives Ownership NWG AND INFOSYS PARTNERSHIP Cohesive team Knowledge management 20

21 TECHNOLOGY THE INFOSYS CONTRIBUTION BUSINESS To-Be process workshops Fit-Gap analysis of To-Be Processes Cost controls set up for optimum schedule based on the business rules Configuration for different work groups Knowledge transitions to the in-house teams on MWM and SOA TECHNOLOGY MWM installation and configuration SOA framework design and interface build New Activity, Assignment, Mobile screen Business Objects Configurations and rules to suit needs of four work groups Customize the User Interface Screens PROJECT LEADERSHIP MWM implementation planning and dependency alignment Liaison between NWG and Oracle Solution review to ensure industry best practices Release planning and management Integration Test planning and management 21 Set up Jeopardy Management function Scheduler Configurations Cut Over planning and execution oversight

22 RESULTS & LESSONS James Robbins, NWG Tim Burfoot, NWG 22

23 RESULTS & LESSONS RESULTS SO FAR 1.2m benefit realised while programme in-flight Empowered front line field crews Productivity improvements Significant savings from aligned processes Reduced manual processes and hand-offs Re-focused Team Leader and Scheduler roles 23

24 LESSONS FOR MAJOR PROGRAMMES COLLABORATION IS THE KEY Organisations can be more self-sufficient than they imagine Trust the front-line users: they are full of ideas and care about what they do Business people need help adapting to a programme culture Cultural change can look a bit theoretical to operational managers Oracle welcomed and embraced the invitation to get involved Who team members work for is less important than what they contribute: Oracle, Deloitte, Infosys, contractors and NWL staff worked in genuine partnership throughout Strive for programme team co-location 24

25 LESSONS FOR TECHNOLOGY LEARNING AT THE SPEED OF LIGHT Established technology that is new to a business is just as challenging to implement as bleeding edge systems Prepare the technical team earlier to work with unfamiliar technologies Ensure all relevant business processes are mapped and aligned before starting development and integration and pilot if you can Involve the BAU technical teams as early as possible Old process + new system = expensive old process Agile can be challenging when the business sets bar for minimum usable functionality very high 25

26 AND FINALLY... SOME WORDS FROM OUR PEOPLE This has been a good learning curve. We got lots of help and feel really confident in MWM. 26 The guys are really embracing MWM and growing in confidence with every new job. My first week on MWM has gone so well - even better than I thought - with only a couple of minor teething problems. The support we have had has made it all worth while.

27 THANK YOU 27