www.IFSWORLD.com

IFS SHOWCASE

● IFS OVERVIEWKenny Ingram

Global Industry Director

Construction, Engineering & Infrastructure

●OPERATIONALISING THE IOT●MANAGING A MOBILE WORKFORCE

Stephen Jeffs-Watts Senior Advisor, Service Project & Asset

3

AGENDA

Stephen.jeffs-watts@ifsworld.com

+44 7747567969

Kenny.ingram@ifsworld.com

+44 7764565556

4

IFS FACTS & FIGURES

3 BILLION(US$ 360M)

1983 +2,700 +2,400 +1,000,000

LINKÖPING (HQ) LONDON

COLOMBO

© 2013 IFS

DESIGN OPERATE & MAINTAININSTALL & COMMISSION

PROCURE

MAKE

CONSTRUCT REFURBISH

DISPOSAL

OIL & GAS

WIND, NUCLEAR, SOLAR, HYDRO

INFRASTRUCTURE

RAIL, ROAD, SEA, AIR

UTILITIES

TELECOM

SHIPBUILDING & MARITIME

MINING ENGINEERING &

PROJECT-BASED MANUFACTURING

AEROSPACE

& DEFENCE

CONSTRUCTION

& FACILITIES MANAGEMENT

INDUSTRY FOCUS – PROJECT & ASSET LIFECYCLE

SHIP

6

OPERATION

PREVENTIVE

MAINTENANCE

CONDITION-BASED

MAINTENANCE

FEEDBACK

ANALYSISIMPROVEMENTS

ASSET DESIGN

BIM

PROJECT PLANNING

INVESTMENT PLANNING

COMMISSIONING

& HANDOVER

SHIPPING &

INSTALLATION

PROCUREMENT &

SUB CONTRACT

ASSET LIFECYCLE DATA FLOW

ASSETPROJECT

ENGINEERING

CONSTRUCTION

RELIABILITY CENTERED

MAINTENANCE

BIM

7

EXAMPLE - PROJECT CENTRIC CUSTOMERS

8

EXAMPLE – ASSET CENTRIC CUSTOMERS

9

3 GORGES HYDROPOWER PLANT; CHINA

10

TYPICAL ERP DEPLOYMENT

FINANCIAL

ACCOUNTING

MANAGEMENT

ACCOUNTING

STOCK

CONTROLPROCUREMENTERP

TRAININGSKILLS &

CERTIFICATIONRECRUITMENT

TIME &

ATTENDANCEPAYROLL

?

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TYPICAL ERP DEPLOYMENTASSETS

PERFORMANCE

CONDITION

MAINTENANCE PLAN

PORTFOLIOROI

RISK

RESOURCE

PLANNINGPRIMAVERA

MS PROJECT

ASTA

RISKMONTE CARLO

CONSEQUENCES

MITIGATIONCONTRACT

MANAGEMENT

PROJECT COST

CONTROL

CONSTRUCTIONLABOUR PLANNING

SUB CONTRACT

WORK PACKAGES

TIME BOOKING SUB CONTRACT

MANAGEMENT4D SIMULATION

CONSTRUCTION PLAN

LEAN CONSTRUCTION

WORK FACE PLAN

MOBILITYWORK PACKAGES

INCIDENTS

SNAGSTENDERING

PLAN - WBS

AVAILABILITY

PLANTSCHEDULE

ON / OFF HIRE

AVAILABILITY

SNAGSPUNCH LIST

SNAG LIST

QHSENCR

INCIDENTS

AUDITS

DOCUMENTSDELIVERABLES

REVISION CONTROL

APPROVALVARIATIONS

ENGINEERING2D DRAWINGS

3D MODELS

BIM

ESTIMATING

FINANCIAL

ACCOUNTINGMANAGEMENT

ACCOUNTING

STOCK

CONTROLPROCUREMENTERP

TRAININGSKILLS &

CERTIFICATIONRECRUITMENT

TIME &

ATTENDANCEPAYROLL

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PROJECT & ASSET LIFECYCLE SOLUTION

ENGINEERING

CORPORATE PERFORMANCE MANAGEMENT

General Ledger

Sales Ledger

Purchase Ledger

Cash Ledger

Project Accounting

Fixed Assets

Consolidation

Budget Management

FINANCE

CONTRACT MANAGEMENT

APPLICATION

SOLUTIONS

BUSINESS

PROCESSES

Project Planning

Estimating

Work Breakdown Structure

Resource Planning

Project Accounting

Budget & Forecasting

Progress Revenue

Recognition

PROJECT MANAGEMENT

Sales Contract

Sub Contract

Service Contract

Estimating

Scope/Requirements

Revision Control

Variations Order

Retentions

Invoicing & Valuation

Payment Applications

Certificates

Work Instructions

PROJECT MANAGEMENT

Project Planning

MS Project Integration

Primavera Integration

Project Templates

Estimating

Work Breakdown Structure

Resource Planning / Allocation

Time & Expenses

Project Procurement

Material Planning

Progress

Document Deliverables

Budgeting/Forecasting

S Curves

PROCUREMENTCONSTRUCTION &

INSTALLATIONSPARES & REPAIR SERVICE & SUPPORT

RETIREMENT &

DISPOSAL

SUPPORT

PROCESSES

Human Resources, QHSE, Time & Attendance and Payroll

Document Management

Customer Relationship Management

Fabricate & Build

Procurement

Supply Chain Management

Risk Management

Quality Management

SERVICE & FACILITIES MANAGEMENT

Equipment Definition

Preventive Maintenance

Faults

Call Center

Scheduling

SLAs

Service Contracts

Work Orders

Time and Expenses

Mobile & Wireless

Resource Allocation

Material Management

Tools & Facilities

Plant Hire

INFORMATION MODELLING (BIM, SCIM etc.)

13

AWARD WINNING

IFS Applications wins Project Lifecycle Management Software of 2015

© 2015 IFS

15

© 2014 IFS

FINANCE LOBBIESACCOUNTS RECEIVABLE

© 2015 IFS20

FINANCE LOBBIESACCOUNTS PAYABLE

© 2015 IFS21

MANAGER LOBBYSOLUTION

Applications 9

© 2015 IFS22

EMPLOYEE LOBBYSOLUTION

Applications 9

© 2015 IFS23

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MOBILITY BUILT-IN

26

.

Market for smart machines will

reach $15B in 2019 (BCC Research)

By 2018, IoT devices will create twice the amount of data than end users

“Virtual reality done right, truly is reality.” (M. Abrash, FaceBook)

30 Billion devices will be connected

to the internet by 2020 (McKinsey)

IoT will create approximately $19 Trillion

in economic value over the next 5 years

IoT was ‘born’ in 2008 when

more things were connected to

the internet than people

IIC consortium’s

mission is to

create a

communication

standard for IoT

1.8 billion

connected-home

devices will ship in

2019 (BI Intelligence)

QUICK IOT FACTS

College students can major in

drone studies at Kansas State U

and University of North Dakota

An ambulance drone can get a

defibrillator to a patient in 1 minute…

1) SMARTER AND CHEAPER SENSORS

2) INTERNET FACILITATES COMMUNICATION

3) PACKAGED CLOUD SOLUTIONS

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3 REASONS WHY IOT IS BOOMING

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WHAT IS IOT TO IFS CUSTOMERS?

Connected

Factories &

Sites

Connected

Assets

ON SITEIN THE FIELD

Connected

Goods

ON THE MOVE

Because I know…

• How my assets are used

• What condition they are in

• How my factory is running

• Where my goods are

• What is happening to them

I can…

OPERATIONALIZE

…this data into knowledge

In order to…

• Predict and prevent failure

• Optimize maintenance plans

• React quicker to “surprises”

• Improve my products

INV

ES

TME

NT

RE

TUR

N

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WHAT IS NEEDED

DEVICES AND

COMMSDISCOVERY OPERATIONALIZE

BUSINESS

OPTIMIZATION

Receive and store sensor

readings – millions/billions

Real time stream analysis

Data mining - algorithmic

Data mining – human

visualization driven

Receive and store

“observations” - thousands

Prescriptive action -

automated

Human review,

augmentation, and action

Parallel control flows

Maintenance and service

Production, construction

and engineering

Logistics

Strategy, end-2-end

performance

Sensors on assets

Local comms / gateways

Internet comms

A REAL EXAMPLE

OK, I don’t know what

it is, but I will report it

Hi, I see an error

message on the

screen…?

I will create a work

order, but don’t know

what the fault is

Problem fixed, but

could have been

done later…

TRAIN DRIVER CALL CENTER REPAIR SHOP

Problem

If a door doesn’t work (can’t close or other error) this is a “type A”

fault – train my not be driven until fixed.

IoT vision

By analyzing data from “door roller resistance” sensor, and other

door alarm signals, predict malfunctions and perform preventive

maintenance. The business benefit is improved uptime and

productivity

Facts on the ground

4-8 year old Siemens cars that have needed sensors in place.

Sensor data collected on PC in each car, an can wirelessly be

uploaded to the IoT cloud and IFS Applications.

33

A SPECIFIC EXAMPLE

● On board sensors report raw data to PC in each

train car, in Siemens proprietary binary format

● Readings stored in .exp dump files

● Each time the train passes by a station it

connects to wifi for a few seconds and upload

the dump files to the cloud

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DEVICES AND COMMS

● Receiving dump files, breaking

them up into a stream of

sensor readings

● Receiving and storing the

sensor readings (in bursts) for

due processing

● Real time stream analysis to

find “door faults” in the vast

data stream

● Visualizing data for humans to

interpret and find insights

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DISCOVERY

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3 CUSTOMER EXAMPLES WITH DIFFERENT PURPOSES

INCREASE PROFITABILITY

THROUGH VALUE BASED SELLING

PREDICT AND ACT BEFORE

THE FAULTS OCCUR

“smart cities”

OPTIMIZE ENVIRONMENTAL IMPACT

AND MARGINS

“smart environments” “smart transports”

37

WHAT IS NEEDED

DEVICES AND

COMMSDISCOVERY OPERATIONALIZE

BUSINESS

OPTIMIZATION

Receive and store sensor

readings – millions/billions

Real time stream analysis

Data mining - algorithmic

Data mining – human

visualization driven

Receive and store

“observations” - thousands

Prescriptive action -

automated

Human review,

augmentation, and action

Parallel control flows

Maintenance and service

Production, construction

and engineering

Logistics

Strategy, end-2-end

performance

Sensors on assets

Local comms / gateways

Internet comms

Millions of raw sensor

readings per day, vast

majority not of interst

Hundreds of relevant

observations, such as

door faults, pending faults

Dozens of adjustments to

the maintenance plans

Temperature reading every

minute

t > 100 for more than 1 hr

means degradation

Move planned inspection

from next month to this week

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MANAGING A MOBILE WORKFORCE

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SOLUTION MAP

42

DYNAMIC SCHEDULING ENGINE

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SCHEDULING JOURNEYFLEXIBLE SOLUTION

Manual Scheduling

Manual allocation Drag & drop

Assisted Manual

Skills Matching Closest travel time

Automated Scheduling

Visits committed 24 hrs + in advance

Dynamic Scheduling

Drip feed jobs in-day flexibility

Workforce

Efficiency

● Proven world class optimization algorithms

● Unique value based approach to job priorities

● Comprehensive business constraints model

● Always optimizing – real time decision making

● Automatic scaling to handle large scheduling problems

DYNAMIC SCHEDULING ENGINE

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We assign a value to your jobs based on- Relative Importance

- Representing Priority & Urgency

- Change Over Time

And compare this against the cost of

performing them…- Resource Costs

- Travel Costs

TO CHOOSE THE RIGHT RESOURCE

MAXIMISE SERVICE MARGIN

DYNAMIC SCHEDULING ENGINEGUIDING PRINCIPLE

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46

MODEL YOUR BUSINESS ACCURATELY

RESOURCE

PREFERENCE

SLAs

SKILLSP

A

R

T

SCALL

DURATION

LINKED JOBSPLANNED MAINTENANCE

TRAVEL

TIMES

BREAKS

PUDOs

GPS

UPDATESOUT OF SLA

MANAGEMENTSTUCK

ONSITE

REGIONAL

BOUNDARIES

APPOINTMENT SLOT

SITE ACCESS

TIMES

CONTRACTORSFLEXIBLE

BOUNDARIES

LOCATIONS

U

R

G

E

N

C

Y

PENALTIES

MULTI PERSONJOBS

DEPOTS

PROFICIENCIES

The more accurately

we can map your

requirements…

The better your

schedule isCAPACITY

APPOINTMENT

VALUE

JOB

SPLITTING

FIXED

RESOURCE

P

R

I

O

R

I

T

I

E

S

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NOT ALL SCHEUDLING TOOLS ARE EQUAL

The more accurately

we can map your

requirements…

The better your

schedule is

SKILLS PROFICIENCIES

PRIORITIES URGENCY

APPOINTMENT SLOT APPOINTMENT VALUE

SLAs OUT OF SLA MANAGEMENT

PARTS CAPACITY DEPOTS PUDOs

REGIONAL BOUNDARIES FLEXIBLE BOUNDARIES

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FIXED BOUNDARIES

7

8

15

CAPACITY

10 Jobs per day

3 x 10 = 30 Jobs

ACTUAL

10 + 8 + 7

=25 Jobs

16% LOST

PRODUCTIVITY

49

FLEXIBLE BOUNDARIES

10

10

10

ALL JOBS

COMPLETED

CAPACITY

10 Jobs per day

3 x 10 = 30 Jobs

ACTUAL

10 + 10 + 10

= 30 Jobs

DYNAMIC SCHEDULING ENGINE

● IFS uses data

● Configurable “Rush Hour” zones

● High density routing for cities

● Real time traffic updates

● GPS fix and re-calculate

● UK = 5 million nodes

● Custom matrices built for public

transport/foot

TRAVEL COSTS

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The job can have

more or less value at

9 a.m.

A NEW JOB HAS AN 3 HOUR WINDOW ACCORDING TO THE SLA

(9 a.m. - 12 p.m.)

Than it does at

11:30 a.m.

IFS Mobile Workforce Management varies the value of an SLA

(by creating a value curve) throughout the lifetime of the job.

This flexibility helps more accurately model business relativity

DYNAMIC SCHEDULING ENGINESLA AND COMMITMENT MANAGEMENT

51

DYNAMIC SCHEDULING ENGINE

Most schedule optimisation systems have flat

or stepped SLAs which are too simple to model

a services business effectively.

By having fine-grained control over the value of

a request, a service business creates better

schedules and stops jobs falling into backlog.

UNIQUE VALUE BASED MODEL

PRIORITY VALUE

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54

DYNAMIC SCHEDULING ENGINENEVER MISS ROUTINE WORK

Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri

Value of 2 week PM job

Job values can increase over time meaning PM jobs are not left behind

DYNAMIC SCHEDULING ENGINE

The faster you can

react to events…

The better your

schedule is

REAL WORLD

EVENTS

URGENT NEWWORK

APPOINTMENTCANCELLED

TRAVEL DELAYS

JOBOVERRUN

EXTREMEWEATHEREVENTS

FOLLOW UP REQUIRED

CHANGING PRIORITIES

CALLED IN SICK

CONTINUAL OPTIMIZATION

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56

DYNAMIC SCHEDULINGCONTINUAL OPTIMIZATION

A new activity has been raised in an

already busy schedule

57

DYNAMIC SCHEDULINGCONTINUAL OPTIMIZATION

It is incorporated into the schedule

quickly and easily

58

DYNAMIC SCHEDULING

Quality of schedule already built up is

not lost when a change occurs

CONTINUAL OPTIMIZATION

Jobs committed until 12 midday mean changes to the schedule can only occur after this time

Fully dynamic scheduling involves a more constant job by job drip feed allowing more flexibility

DYNAMIC SCHEDULING ENGINEFLEXIBLE JOB COMMITMENT WINDOW

60

● Jobs in green are committed ahead of time.

● Different commitment windows can be applied to different resources

● Once committed, the jobs are sent to the workers’ device

● To take advantage of the latest information, commitment windows need to be short

Fully dynamic scheduling involves a more constant job by job drip feed allowing more flexibility

DYNAMIC SCHEDULING ENGINEFLEXIBLE JOB COMMITMENT WINDOW

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63

DEMONSTRATION

64

RESOURCE MODELLING & SIMULATION

67

DOES IT WORK?

68

PHS

CUSTOMER FACTS

● PHS is one of the leading workplace services

providers in the UK

● Wide ranging service including washroom

facilities, cleaning, landscaping, recycling and

safety inspection

● 600 Mobile resources across 23 depots

BENEFITS SEEN

6% field team productivity improvement in first 3

months

“Deploying the IFS solution has made a significant difference to

the performance of our depots.

For example, schedulers now spend around half an hour

checking routes as opposed to a full day arranging routes and

managing driver schedules.”

Ian Featherstone (Group CIO)

PHS’ CHALLENGES

Scheduling of regular repeating jobs amongst

reactive/urgent callouts

Consolidate despatch team to provide

consistency and performance tracking

Reduce costs within the business

Increase 1st time fix in multi-skilled team

69

CUBIC

BENEFITS SEEN

Operational efficiency up 20%

Resource controllers reduced - 8 down to 2

Enabled £700m TFL contract extension

“We have recorded savings across all our contracts which

means Cubic has been able to expand the business by

taking on several new contracts without having to

increase the number of engineers and resource

controllers.”

Mike Gosling (Business Systems Manager)

CUSTOMER FACTS

Cubic Transportation Systems is the world’s

leading turnkey solution provider of automated

fare collection systems for public transport.

Provides infrastructure for London

underground’s entry/exit system

150 mobile resources

CUBIC’S CHALLENGES

Strict short term SLA compliance required

Highly complex environment

Parts and tools management essential

Accurate travel times required for both road

and tube travel

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CAN YOU BEAT THE MACHINE?

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VOLUNTEERS???

http://beatthemachine.ifsworld.com

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WHY SCHEDULING?O

PE

RA

TIN

G C

OS

TS

Workforce Age

18-24 25-34 35-44 45-65

● Managing a mobile workforce is complex

● Environment placing constant pressure on reducing operational costs

● DoT Operational budget down by 37% in Autumn statement

● Labour is the greatest cost in operational businesses

● Ageing workforce presents unique problems; increase efficiency whilst attracting and

training new talent

● Work done on slim margins

● Doing the “right” work has never been more important

● Scheduling is only part of the solution to increase operational efficiency

● Integrated business processes crossing the whole

organisation become increasingly important in

increasing operational efficiency

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SUMMARY

74

IFS ASSET LIFECYCLE SOLUTION

SUPPORT

PROCESSES

Human Resources, Time & Attendance and Payroll

Document ManagementHealth & Safety

Procurement & Supply Chain Management

Risk Management Quality Management

ENGINEERINGBUSINESS

PROCESSESPROCUREMENT

CONSTRUCTION

& INSTALLATION

OPERATE &

MAINTAINREFURBISH

RETIRE, DISPOSE,

DECOMMISSION

CORPORATE PERFORMANCE MANAGEMENT

General Ledger

Sales Ledger

Purchase Ledger

Cash Ledger

Project Accounting

Fixed Assets

Consolidation

Budget Management

IFS FINANCE

CONTRACT MANAGEMENT

APPLICATION

SOLUTIONS

Project Accounting

Budget & Forecasting

Progress Revenue

Recognition

PROJECT MANAGEMENT

WORK & ASSET MANAGEMENT

Sales Contract

Sub Contract

Service Contract

Estimating

Scope/Requirements

Revision Control

Variation Orders

Retentions

Invoicing & Valuation

Payment Applications

Certificates

CRM & SRM

PROJECT MANAGEMENT

Project Planning

MS Project Integration

Primavera Integration

Project Templates

Estimating

Work Breakdown Structure

Resource Planning / Allocation

Time & Expenses

Project Procurement

Material Planning

Progress

Document Deliverables

Budgeting/Forecasting

S Curves

Equipment Definition

Preventive Maintenance

Serial Management

Call Center

Escalation Management

Dynamic Scheduling

SLAs

Work Orders

Contractor Management

Time and Expenses

Mobility

Van Stock

Material Management

Tools & Facilities, Hire

INTUITIVE, FLEXIBLE, MODERN

75

THANK-YOU!

COPYRIGHT © 2015 INDUSTRIAL AND FINANCIAL SYSTEMS, IFS AB (PUBL). IFS AND ALL IFS PRODUCTS AND SERVICES NAMES ARE TRADEMARKS OF IFS. ALL

RIGHTS RESERVED. THIS DOCUMENT MAY CONTAIN STATEMENTS OF POSSIBLE FUTURE FUNCTIONALITY FOR IFS’S PRODUCTS AND TECHNOLOGY. SUCH

STATEMENTS ARE FOR INFORMATION PURPOSES ONLY AND SHOULD NOT BE INTERPRETED AS ANY COMMITMENT OR REPRESENTATION. THE NAMES OF ACTUAL

COMPANIES AND PRODUCTS MENTIONED HEREIN MAY BE THE TRADEMARKS OF THEIR RESPECTIVE OWNERS.

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