Mobile maintenance

Mobile Maintenance

Buddy Saucier, Johnson Controls: Adapting to Mobile Trends, from Field Service East 2013

Video transcript:

It is true that the camera does add about 5 pounds to you and one of the things as Chris mentioned I do love cooking as you can tell I am not originally from Milwaukee I’m from the deep south and south Louisiana and one of the things enjoy in cooking is that we cook big we go over the top, we fry everything, and you know what we bring a lot of heat to it. And one of my first experiences with program management and I would say voice of the customer and change management was around cooking 18 years old young man got a call from my wife’s cousin hey I have a paying gig $600 we’re going to cook a jambalaya and if you Google Gonzales Louisiana you’ll going to find out that it’s the jambalaya capital of the world. One of the things that from lessons learned around voice of the customer we went to cook a jambalaya for a swamp tour 150 people my wife’s cousin did not do any voice of the customer, did not communicate with the tour manager we’re out there we go that day, I’m asking those questions, where are we going to cook? What kind of jambalaya? What’s going on? And before you know it the group that we were cooking for 150 people they’re from the New Orleans sister city in France and we didn’t pay any attention to that so that was another clue we should’ve been asking questions what do you like to eat, how hot do you like your food, how spicy do you like it. So at that time we began cooking we begin serving food we’re I’m not sure my age here early 80s and you are drinking a lot of beer at 18 years old and you’re cooking you’re putting more and more heat to the food and before you know it we’re serving the food and from the experience of having 150 French tourists with very educated pallets versus my ancestors that came out of Nova Scotia and out of Cajuns, Louisiana it was a pretty rough experience. We learned the hard way that you got to get the voice of the customer. Unfortunately, we never saw the $600; it was a really bad experience for us. A lot of scars early on in life and that experience I have taken with me all through my project management experience, change management experience, I’m a firm believer in getting the voice of the customer whether that’s internally, externally; it pretty much sets all your requirements.

So if I look and take my experience and talking about cooking, customers buy on emotion, you look at the iPad what Apple is doing, you look at what’s happening with the Androids, they buy purely on emotion but they justify it with facts. And our first mobile experience in Johnson Controls in 2002 this was one of our first experiences that is not sexy it’s not attractive and when you want to pull somebody it’s much easier to pull them when they are emotionally engaged with something that they want to buy. Unfortunately we did not launch too many of these. Most of the voice of the customer involves problem solving and that’s whether its 8 disciplines 8 Ds, in my case it was simple communications with the owner of this swamp tour. In other cases it can be more complex; fishbone diagrams involve many, many people. You don’t want to do these kinds of things in a vacuum. When we look at a lot of the projects that we attack whether it’s an IT project, a technology project, we have teams that will actually draw out these little cartoons, we cartoon everything out that we want to accomplish and as you can see we use a heck of a lot of sticky notes and we involve everyone who is a stakeholder on the team.

And I’m sure many of you who are in the service business just like us our technicians come in all kind of different sizes, big, little, tall, short, thin, wide, and they come with all levels of experience. You have to cover that entire demographic if you want to make sure you’re getting the voice of the customer. You also want to cover your external customers as well, we do a lot of surveys with our eternal customers, we involve them in our customer phasing documents whether it’s invoicing, log sheets, things of that nature.

Some more choice of the customer things, these are the things that are really important when it comes to gathering choice of the customer when you start looking at the common language for go forward, developing specifications, and actually springboard for product development. Who here has developed products or services that you have not been market or sell? I hate to say we’ve done that at Johnson Controls and one of the main reasons is we fail to get the voice of the customer. When your development team to begin this processes as I mentioned we do a lot of white boarding, we do a lot of story board workshops, we do a lot of analyzing, we have tools that we will take these sticky notes, we’ll throw the duplicates out, we’ll look at things as far as the process statements, I’m a mechanic and I need this to do my job efficiently, I’m a control technician, I do this today but I would like to stop doing it tomorrow.

So before we go any further I would think we got to talk about where we came as an organization around mobility. If you look we did run a pilot back in early 2000 with that Itronix GoBook. But as you can see we started out with commercial devices and as the commercial devices evolved at that time in early 2000s they were very expensive. You start looking at the consumer products compared to as we and the bad experience with the consumer products at that time. We then evolved into more of an enterprise solution with Motorola. Had good experiences, we had some bad experiences, some of that was our own doing. So for the last 3-1/2 years – 4 years we have been using CIBIL as our CRM platform and we’ve been using the Motorola MC75s as our device.

So here’s what we faced about 15 months ago when we started looking at replacing our current system, we had an aged system, it was beginning to go beyond its life cycle, we had poor user adoption with the devices we launched from various reasons. We had users that they felt the devise was just too large in general. We had issues more or less with the connectivity managed, it was a manual connectivity managed. We also had limited functionality. When you look at the smart devices today they come with a lot of out-of-the-box functionality. In the CRM platform we had scalability limitations. We had overextended our architecture and basically we took 10 pounds of you know what and we put in that back and that was against the advice of both the vendor and against our systems integration manager. So we paid the price, some of the problems we had and issues we had were self-inflicted.

So here’s where we wanted to go. We wanted to have a system that had the most flexibility possible that was also hardware wise and software wise and for us to get there we had to look at both, both software and hardware. And gathering voice of the customer what our users told us is that they wanted to go back to more the consumer devices they wanted smart devices, outstandingly they told us they wanted iOS because most of their family wives everyone else had Apple products. So as we began the project and began the evolution we looked at the smart devices and it solved a couple of problems that we had. Today when we had the old product we had users that you would think had two devices and in some cases our control technicians had a PC and a cellphone and other cases our mechanics only had a handheld device which was not a cellphone. In other cases they had a handheld device and a cellphone. When we dug into this and said well how many devices that they really had? How many can probably guess this correctly the number of average devices that we had across our portfolio? I know Dave can, 3? It was much higher. The average number of devices we had were 5 devices and were not doing a very good job of managing our system. We had some mechanics that had 2 cellphones 3 cellphones had air cards so when we looked at the entire technology road map we had to do something and we had to look at a total solution. When we looked at software we wanted a software that would never be blocked again from certain number of devices and HTML5 got us there. We worked very closely with RhoMobile which is a Motorola product, had a very, very good experience with that product and we’re very satisfied with it. It’s a lightweight integration and open standards, we have multiple CRMs and ERPs at Johnson Controls so with the framework that we have built we can go across multiple ERPs and CRMs with the wireframes that we’ve built.

So another lesson learned, 1-2 does not fit all needs and our users told that very loud and clearly. When we built this system and our leaders looked at what they wanted to do 4 years ago or 5 years ago they said by darned we’re going to go ahead and force our people to use one device, they’re going to do it everything out of this one device except our control technicians they need a PC. But they failed to realize our technicians’ mechanics do many things they quote, they work on chiller panels, they have to program, they have to have third party software, they created many problems. So what we’ve done as we evolved into this new platform is that technicians will probably have two devices, they are going to have a smartphone and they will probably have a PC. Chiller technicians they have a smart phone, they’ll probably have a PC if they quote a lot and if they work on large tonnage equipment they’ll probably going to need a PC for third party apps. When it comes to some of our mid-level mechanics and chiller technicians they may end up eventually with an iPhone or a smart device as well as an iPad. So how did we get there? You know we talked a little bit about voice of the customer the importance of that, you have to have sponsorship and that comes with a steering committee, that sponsorship will go a long way when it comes to funding and get Capex dollars. The subject matter expert team; along our total journey we had 25 mechanical technicians that follow us along this journey. Business and IT we work very closely together, the business does the voice of the customer, they do the management they do the program management, and we also do the launches. So basically when you look at this IT is kind of playing in the middle of this screen here. We also had very good vendors. We work very closely with Rho and Motorola. We also had a very good systems integrator partner Power Veta out of Dallas, Texas. Stakeholders, the important thing here around measurements and ROI is what does done look like. You got to settle that upfront to avoid scope creak and you also have to set all your measurements to develop your ROI. As you can see across all 3 of these boxes I have market your project that’s very important, you got to start out early and it’s a double edge sword. If you start off wrong with note getting all the requirements you can also have problems where your project is not going to turn out very well and here you’ve been marketing saying here’s what we’re going to deliver but I’m a firm believer in marketing because what it drives is accountability. Robust program management, communications and planning, that’s just excellence in IT execution and program management.

Stakeholder involvement throughout and we more or less in our IT projects and most of our technology projects run on agile methodology. We want to move very quickly. We want to go on and design fast, solution fast, build fast, launch fast and yet we’re going to make mistakes, we’ll go ahead and fix them fast, and one of our sports figures great sports figure once said if you’re not first you’re last, so you stick with that theme, you got to go ahead and move things pretty quickly in technology today. With that in mind the agile methodology allows you to control the projects in a more flexible mode to take on changes, you have the same team working on all aspects and iterations. We learn a lot from our pilots. We conduct a lot of pilots. With the agile methodology I typically try to pull up as much as I can early in the project whether in this case we ran hardware pilots around iPhones, we ran hardware pilots around iPads, we ran pilots on the rubber wrappers, the out of box cases, before we ever launched the tech connect app that the technicians had to use. We also went ahead and tested third party apps, there were things that we wanted to host in our apps store that involved engineering apps, piping apps, sheet metal, things that we didn’t want to go build ourselves but could leverage and pull in. We learn a lot about logistics, you learn a lot about the getting plate things from point A to B in a time, you also learn a lot when you work with the carriers whether it’s AT&T or Verizon. And again market your project and we leverage the heck out of our pilot results, we learned a lot like I said and we leverage that when we did the deployment. Stakeholder adoption as I mentioned early on our technicians come in different sizes flavors James Mullet who you heard speak yesterday one of the things he said buddy I think you may be missing. One of the groups in your pilot, your technician pilot, by the time the hardware pilot was over we were already up to about 150 mechanics and technicians. So we talked a little bit and he was right, there was one group we did miss.

So I went to our program manager and I told Lauren, I said “Lauren we’re missing a group, we’re missing a demographic and I want us to go ahead and attack and go after mechanics that are over 50 years old.” Right away she said oh you want us to go after the old group, no, no, no the more mature group not the old group and so I said I also want to know if those mechanics have been at Johnson Controls more than 10 years and she said again okay the old group I said no, no, no the more mature group that’s what we’re going after I said when you identify those folks I want you to also go ahead and call their managers and I said if there’s 2 or 3 in a branch I said I want you to ask that branch manager I want the most adverse technology person you got out of these 3 people. I want the person who just does not buy into change management, who is the most difficult to work with. And quite frankly we did that mainly because when we looked at it those that group that more mature group was more or less our experts, they’re our professionals, they were the most seasoned mechanics that we have and we felt that if we went after that group it would be much easier from an adoption standpoint and change management. So you don’t want to avoid the most difficult groups. A lot f people will say you know what that person is never going to accept this, they will just fall behind and we’ll leave them behind. That group taught us a lot. Unfortunately when I gave Lauren an assignment I started seeing emails flying around about the dinosaur project. I had to call her back in I said Lauren it’s the more mature group, I said that’s the way we’re going to present this we’re not telling this group that they’re dinosaurs, she said well you didn’t get so upset you kind of you’re actually over 50 I said yes I am but we’re not going to go down that path but that group has been advocate for us, we have used them in all of our video training. We have very little what I call paper or documented training. All our training for the rollout of this program was done on 2-1/2 minute videos. The entire training things that we learned from the pilots, the setup of the smartphone devices out of the boxes very intuitive and it was that we did a lot of face time videos with this group, they were advocates. We did face time videos as we did the pilots and the initial rollout that began in December.

It was just enjoyable to see the 6 foot 4 linebacker from Alabama whose got fingers like cigars taking a little iPhone out of the box and program it and being very delicate with it putting it in the out-of-box case and I’m happy to say out of probably 3500 smart devices today we broke less than probably a hundred of them so far and we had set our program up for almost 25% failure, so the consumer device will work, there’s great things about the enterprise devices that where we’re at.

We’re kind of caught in the middle of that consumer enterprise argument there. Additional things here, knowledge transfer we have a team of people today who work with our system integrator they have made knowledge transfer to our own internal team so we’re off building future apps. We have so flexibility today we’re going to go ahead and conquer and get paperless and take on some other issues we have. We’ll keep measuring and monitoring our project and the slide a little later.

I’m going to show you the payback that is an outstanding payback and again marketing your project and from a standpoint we had a very successful project and I wanted to tell everyone about it. We sent posters like these out to our branches to drive excitement, we wanted the mechanics and the technicians to be so excited about getting the devices I went to the people within our building we have a very large building Milwaukee headquarters that had about 1800 people, we got probably 57 TVs in the hallways that show social media things that are going on. I went to the marketing director I asked her hey I want to go on ahead and promote market the project we’re working on multi-million dollar project. She said “buddy I can’t do that, those TVs are all set up for social media” and sure enough I went back kind of dejected and kind of broken hearted about it I looked at the TVs and she was right it was everything about traffic going home, the weather, the volleyball tournament, the baseball tournament, the golf tournament. So I quickly thought about this and being from the south the first thing that came to mind I love ice cream. I called her right back I said “hey I have an idea I have a social event I want to put on.” She said, “I’ve already told you I can’t put your program on there and we’re not going to promote your projects.” I said, “Well no, I have a social event it’s going to be an ice cream social and here is what it is.” So I eventually got it on the TVs but it cost James and I and Dave almost $800 before it was over an ice cream.

So let’s get into the application here if you look what we’re talking about around unlimited devices unlimited applications across unlimited platforms, in reality that can happen, but when It comes to financially is it the right move no, we have a lot of ability today, a lot of flexibility today and you hear a lot about bring your device to work, and when you look at the platforms that we’ve gone and launched we’ve launched on iOS, we’ve also built for the iPad, we’ve built for Windows 7, we’re launched on the Samsung Galaxy 3 as well as last July when we had the volatility around the Blackberry we went ahead and stopped our Blackberry app.

When we launched in December through February we did not launch all these devices. We knew if we wanted to be sustainable and have a successful launch we probably should only launch one device, and we went ahead and launched 3300 iPhones. When it was all said and done we knew that 50% of our mechanical work force already had PCs. It did no good for us to launch iPad because we figured okay if they needed the bigger screens to look at schematics specific wiring diagrams they already had those devices. So as devices break as things happen around I want a new device or the device expires over its consumer life cycle they all have the option to go with a Samsung Galaxy or based on their job description and their requirements we may give them iPads in the future.

Warning about this that is a lot of maintenance and you have to have a pretty big staff to maintain that. When you change one thing you’re changing across an entire portfolio there. Some of the functionality that we have today some of our standard functionality we have combined devices, we got voice and data now in one device, we’ve got our activity dispatch that goes on, inventory management, time and expense, emailing our service reports, quick quoting.

One of things that our subject matter expert group told us was that they were very frustrated with quoting on the old devices, they were very frustrated with quoting in general and in our industry when you look at what they call quoting around block hours or things that are pretty much cookie cutter we have just so much variability in our business, so what we did was we put some standards in form, we changed our pricing data base every quarter, but we give them the flexibility to change the hours, we gave them the flexibility actually to change the price and when it goes out of certain parameters because certainly you got a mechanic out there that may be turning a $5,000, $10,000 or $20,000 quote we do have our approval process, but we have actually increased our quoting by 11% and that’s putting the power of quoting and selling right at the front liner level where you want to put it.

We have some other apps in flight, yesterday you heard James talk about safety very important to us, and we want to send all our folks home very safely. We had books that our front liners had to fill out every day for job site assessments and when our managers went out and they site surveys and audits they also had books that they had to fill out. It would takes months to get the analysis back where this thing happening. Today all that’s done within an app. We’ve also taken our remaining 600 project text and convert them into an app to do their time and expense actually these are guys that are working with wrenches everyday on major projects $2 million, $4 million, $10 million. I would rather have a wrench in their hand that a device. So they don’t really need a whole lot of power other than to do time and expense management.

As you can see we’re also working on an asset app this is something that is going to get data within our system about the condition of the assets, pictures, everyone wants our data within Johnson Controls we do a lot of data crunching big data analysis we also we cans see that we have 3 more apps that we’re building here. One of the things that the subject matter expert group told us, and I didn’t believe this until I talked with them, because we also piloted probably upwards to 6 third party apps, piping apps, conversion formula apps, engineering apps, we didn’t want to go reinvent all that. I found several apps that combine all those functionalities but what they told me was it was too hard for them to look up things in these larger apps. They wanted to be very intuitive; they wanted to go to that specific app to do that specific thing. So we’re being very careful as we go ahead and look at our road map, we have probably upwards to another 6 apps sitting in our road map that we’re going to go in after this design, solution, and build. We don’t want to end up with 50 apps, so we got to look and be very careful and manage that well.

Here’s what customers are telling us they. They want real-time data and they want it right in the technician’s hands. One of the things customers get frustrated with when we talk with them is that your mechanic is on the phone quite a bit and if you can get that data in their hand, the history of that asset, if they can watch a quick 2-minute video when I comes to knowledge management and the things that’s you’re working on its very, very powerful. We can connect our mechanics and technicians to our remote operations center which is real time data. We can also look at asset history. We’re going to be doing QR code management and we have some customers that they really want to know when our technicians are there on site. We’ve just completed a GPS project with Sage Quest where we’ve closed a gap and we’re driving all that cost out of our business, now when they get on site using the QR code we’ll know if they touched that asset in their journey there. Activity management is huge as well as when things are not connected to our remote operations center many will find it easy way to get that data and collect it and get it back in our CRM for analysis and that’s going to come with future products that have Wi-Fi and our current products we have what I call our family jewels almost 30 million chillers out there today that will probably have cable options to pull that data out.

So to give you an idea from an ROI standpoint and the project in general we started this build back in February of last year we budgeted close to $3.6 million, we finished 2 months early, we didn’t touch any of our contingency. The project actually cost us right around $2.8 million and we have an annual savings of $3.8 million, now that sound great but I’m a little bit embarrassed because that show you some of the mistakes that we made previously when we went on this journey almost 4-1/2 to 5 years ago. From a metric standpoint we are seeing a ripple all throughout our metrics when it comes to daze invoice, whip in the system, safety, and probably the biggest one and when you look at this payback that’s no soft cost, these are all hard cost. We were leasing devices we had a third party company that was supporting phone call center on those devices and our mechanics. You start looking at it, internal servers, infrastructure, it was adding up, and going this route its huge savings that you got to account for. This is nothing around technical efficiency; none of the soft cost were in those numbers. So it’s a very good story, again we market the heck out of everything, I love doing that, it was a fun project. My background is predominantly construction management, I moved into the technology field about 2-1/2 years ago and wasn’t probably my first choice but I’ve enjoyed doing it. I love the people I work with, I love working with technology, my experience in construction service and being a long term leader in the service business I think has helped us move some of the initiatives that we want to accomplish in technology along.

That’s pretty much all the presentation and if you guys have any questions I’ll be more than happy to answer any. Yes.

Mobile Maintenance

Buddy Saucier, Johnson Controls: Adapting to Mobile Trends, from Field Service East 2013

Video transcript:

It is true that the camera does add about 5 pounds to you and one of the things as Chris mentioned I do love cooking as you can tell I am not originally from Milwaukee I’m from the deep south and south Louisiana and one of the things enjoy in cooking is that we cook big we go over the top, we fry everything, and you know what we bring a lot of heat to it. And one of my first experiences with program management and I would say voice of the customer and change management was around cooking 18 years old young man got a call from my wife’s cousin hey I have a paying gig $600 we’re going to cook a jambalaya and if you Google Gonzales Louisiana you’ll going to find out that it’s the jambalaya capital of the world. One of the things that from lessons learned around voice of the customer we went to cook a jambalaya for a swamp tour 150 people my wife’s cousin did not do any voice of the customer, did not communicate with the tour manager we’re out there we go that day, I’m asking those questions, where are we going to cook? What kind of jambalaya? What’s going on? And before you know it the group that we were cooking for 150 people they’re from the New Orleans sister city in France and we didn’t pay any attention to that so that was another clue we should’ve been asking questions what do you like to eat, how hot do you like your food, how spicy do you like it. So at that time we began cooking we begin serving food we’re I’m not sure my age here early 80s and you are drinking a lot of beer at 18 years old and you’re cooking you’re putting more and more heat to the food and before you know it we’re serving the food and from the experience of having 150 French tourists with very educated pallets versus my ancestors that came out of Nova Scotia and out of Cajuns, Louisiana it was a pretty rough experience. We learned the hard way that you got to get the voice of the customer. Unfortunately, we never saw the $600; it was a really bad experience for us. A lot of scars early on in life and that experience I have taken with me all through my project management experience, change management experience, I’m a firm believer in getting the voice of the customer whether that’s internally, externally; it pretty much sets all your requirements.

So if I look and take my experience and talking about cooking, customers buy on emotion, you look at the iPad what Apple is doing, you look at what’s happening with the Androids, they buy purely on emotion but they justify it with facts. And our first mobile experience in Johnson Controls in 2002 this was one of our first experiences that is not sexy it’s not attractive and when you want to pull somebody it’s much easier to pull them when they are emotionally engaged with something that they want to buy. Unfortunately we did not launch too many of these. Most of the voice of the customer involves problem solving and that’s whether its 8 disciplines 8 Ds, in my case it was simple communications with the owner of this swamp tour. In other cases it can be more complex; fishbone diagrams involve many, many people. You don’t want to do these kinds of things in a vacuum. When we look at a lot of the projects that we attack whether it’s an IT project, a technology project, we have teams that will actually draw out these little cartoons, we cartoon everything out that we want to accomplish and as you can see we use a heck of a lot of sticky notes and we involve everyone who is a stakeholder on the team.

And I’m sure many of you who are in the service business just like us our technicians come in all kind of different sizes, big, little, tall, short, thin, wide, and they come with all levels of experience. You have to cover that entire demographic if you want to make sure you’re getting the voice of the customer. You also want to cover your external customers as well, we do a lot of surveys with our eternal customers, we involve them in our customer phasing documents whether it’s invoicing, log sheets, things of that nature.

Some more choice of the customer things, these are the things that are really important when it comes to gathering choice of the customer when you start looking at the common language for go forward, developing specifications, and actually springboard for product development. Who here has developed products or services that you have not been market or sell? I hate to say we’ve done that at Johnson Controls and one of the main reasons is we fail to get the voice of the customer. When your development team to begin this processes as I mentioned we do a lot of white boarding, we do a lot of story board workshops, we do a lot of analyzing, we have tools that we will take these sticky notes, we’ll throw the duplicates out, we’ll look at things as far as the process statements, I’m a mechanic and I need this to do my job efficiently, I’m a control technician, I do this today but I would like to stop doing it tomorrow.

So before we go any further I would think we got to talk about where we came as an organization around mobility. If you look we did run a pilot back in early 2000 with that Itronix GoBook. But as you can see we started out with commercial devices and as the commercial devices evolved at that time in early 2000s they were very expensive. You start looking at the consumer products compared to as we and the bad experience with the consumer products at that time. We then evolved into more of an enterprise solution with Motorola. Had good experiences, we had some bad experiences, some of that was our own doing. So for the last 3-1/2 years – 4 years we have been using CIBIL as our CRM platform and we’ve been using the Motorola MC75s as our device.

So here’s what we faced about 15 months ago when we started looking at replacing our current system, we had an aged system, it was beginning to go beyond its life cycle, we had poor user adoption with the devices we launched from various reasons. We had users that they felt the devise was just too large in general. We had issues more or less with the connectivity managed, it was a manual connectivity managed. We also had limited functionality. When you look at the smart devices today they come with a lot of out-of-the-box functionality. In the CRM platform we had scalability limitations. We had overextended our architecture and basically we took 10 pounds of you know what and we put in that back and that was against the advice of both the vendor and against our systems integration manager. So we paid the price, some of the problems we had and issues we had were self-inflicted.

So here’s where we wanted to go. We wanted to have a system that had the most flexibility possible that was also hardware wise and software wise and for us to get there we had to look at both, both software and hardware. And gathering voice of the customer what our users told us is that they wanted to go back to more the consumer devices they wanted smart devices, outstandingly they told us they wanted iOS because most of their family wives everyone else had Apple products. So as we began the project and began the evolution we looked at the smart devices and it solved a couple of problems that we had. Today when we had the old product we had users that you would think had two devices and in some cases our control technicians had a PC and a cellphone and other cases our mechanics only had a handheld device which was not a cellphone. In other cases they had a handheld device and a cellphone. When we dug into this and said well how many devices that they really had? How many can probably guess this correctly the number of average devices that we had across our portfolio? I know Dave can, 3? It was much higher. The average number of devices we had were 5 devices and were not doing a very good job of managing our system. We had some mechanics that had 2 cellphones 3 cellphones had air cards so when we looked at the entire technology road map we had to do something and we had to look at a total solution. When we looked at software we wanted a software that would never be blocked again from certain number of devices and HTML5 got us there. We worked very closely with RhoMobile which is a Motorola product, had a very, very good experience with that product and we’re very satisfied with it. It’s a lightweight integration and open standards, we have multiple CRMs and ERPs at Johnson Controls so with the framework that we have built we can go across multiple ERPs and CRMs with the wireframes that we’ve built.

So another lesson learned, 1-2 does not fit all needs and our users told that very loud and clearly. When we built this system and our leaders looked at what they wanted to do 4 years ago or 5 years ago they said by darned we’re going to go ahead and force our people to use one device, they’re going to do it everything out of this one device except our control technicians they need a PC. But they failed to realize our technicians’ mechanics do many things they quote, they work on chiller panels, they have to program, they have to have third party software, they created many problems. So what we’ve done as we evolved into this new platform is that technicians will probably have two devices, they are going to have a smartphone and they will probably have a PC. Chiller technicians they have a smart phone, they’ll probably have a PC if they quote a lot and if they work on large tonnage equipment they’ll probably going to need a PC for third party apps. When it comes to some of our mid-level mechanics and chiller technicians they may end up eventually with an iPhone or a smart device as well as an iPad. So how did we get there? You know we talked a little bit about voice of the customer the importance of that, you have to have sponsorship and that comes with a steering committee, that sponsorship will go a long way when it comes to funding and get Capex dollars. The subject matter expert team; along our total journey we had 25 mechanical technicians that follow us along this journey. Business and IT we work very closely together, the business does the voice of the customer, they do the management they do the program management, and we also do the launches. So basically when you look at this IT is kind of playing in the middle of this screen here. We also had very good vendors. We work very closely with Rho and Motorola. We also had a very good systems integrator partner Power Veta out of Dallas, Texas. Stakeholders, the important thing here around measurements and ROI is what does done look like. You got to settle that upfront to avoid scope creak and you also have to set all your measurements to develop your ROI. As you can see across all 3 of these boxes I have market your project that’s very important, you got to start out early and it’s a double edge sword. If you start off wrong with note getting all the requirements you can also have problems where your project is not going to turn out very well and here you’ve been marketing saying here’s what we’re going to deliver but I’m a firm believer in marketing because what it drives is accountability. Robust program management, communications and planning, that’s just excellence in IT execution and program management.

Stakeholder involvement throughout and we more or less in our IT projects and most of our technology projects run on agile methodology. We want to move very quickly. We want to go on and design fast, solution fast, build fast, launch fast and yet we’re going to make mistakes, we’ll go ahead and fix them fast, and one of our sports figures great sports figure once said if you’re not first you’re last, so you stick with that theme, you got to go ahead and move things pretty quickly in technology today. With that in mind the agile methodology allows you to control the projects in a more flexible mode to take on changes, you have the same team working on all aspects and iterations. We learn a lot from our pilots. We conduct a lot of pilots. With the agile methodology I typically try to pull up as much as I can early in the project whether in this case we ran hardware pilots around iPhones, we ran hardware pilots around iPads, we ran pilots on the rubber wrappers, the out of box cases, before we ever launched the tech connect app that the technicians had to use. We also went ahead and tested third party apps, there were things that we wanted to host in our apps store that involved engineering apps, piping apps, sheet metal, things that we didn’t want to go build ourselves but could leverage and pull in. We learn a lot about logistics, you learn a lot about the getting plate things from point A to B in a time, you also learn a lot when you work with the carriers whether it’s AT&T or Verizon. And again market your project and we leverage the heck out of our pilot results, we learned a lot like I said and we leverage that when we did the deployment. Stakeholder adoption as I mentioned early on our technicians come in different sizes flavors James Mullet who you heard speak yesterday one of the things he said buddy I think you may be missing. One of the groups in your pilot, your technician pilot, by the time the hardware pilot was over we were already up to about 150 mechanics and technicians. So we talked a little bit and he was right, there was one group we did miss.

So I went to our program manager and I told Lauren, I said “Lauren we’re missing a group, we’re missing a demographic and I want us to go ahead and attack and go after mechanics that are over 50 years old.” Right away she said oh you want us to go after the old group, no, no, no the more mature group not the old group and so I said I also want to know if those mechanics have been at Johnson Controls more than 10 years and she said again okay the old group I said no, no, no the more mature group that’s what we’re going after I said when you identify those folks I want you to also go ahead and call their managers and I said if there’s 2 or 3 in a branch I said I want you to ask that branch manager I want the most adverse technology person you got out of these 3 people. I want the person who just does not buy into change management, who is the most difficult to work with. And quite frankly we did that mainly because when we looked at it those that group that more mature group was more or less our experts, they’re our professionals, they were the most seasoned mechanics that we have and we felt that if we went after that group it would be much easier from an adoption standpoint and change management. So you don’t want to avoid the most difficult groups. A lot f people will say you know what that person is never going to accept this, they will just fall behind and we’ll leave them behind. That group taught us a lot. Unfortunately when I gave Lauren an assignment I started seeing emails flying around about the dinosaur project. I had to call her back in I said Lauren it’s the more mature group, I said that’s the way we’re going to present this we’re not telling this group that they’re dinosaurs, she said well you didn’t get so upset you kind of you’re actually over 50 I said yes I am but we’re not going to go down that path but that group has been advocate for us, we have used them in all of our video training. We have very little what I call paper or documented training. All our training for the rollout of this program was done on 2-1/2 minute videos. The entire training things that we learned from the pilots, the setup of the smartphone devices out of the boxes very intuitive and it was that we did a lot of face time videos with this group, they were advocates. We did face time videos as we did the pilots and the initial rollout that began in December.

It was just enjoyable to see the 6 foot 4 linebacker from Alabama whose got fingers like cigars taking a little iPhone out of the box and program it and being very delicate with it putting it in the out-of-box case and I’m happy to say out of probably 3500 smart devices today we broke less than probably a hundred of them so far and we had set our program up for almost 25% failure, so the consumer device will work, there’s great things about the enterprise devices that where we’re at.

We’re kind of caught in the middle of that consumer enterprise argument there. Additional things here, knowledge transfer we have a team of people today who work with our system integrator they have made knowledge transfer to our own internal team so we’re off building future apps. We have so flexibility today we’re going to go ahead and conquer and get paperless and take on some other issues we have. We’ll keep measuring and monitoring our project and the slide a little later.

I’m going to show you the payback that is an outstanding payback and again marketing your project and from a standpoint we had a very successful project and I wanted to tell everyone about it. We sent posters like these out to our branches to drive excitement, we wanted the mechanics and the technicians to be so excited about getting the devices I went to the people within our building we have a very large building Milwaukee headquarters that had about 1800 people, we got probably 57 TVs in the hallways that show social media things that are going on. I went to the marketing director I asked her hey I want to go on ahead and promote market the project we’re working on multi-million dollar project. She said “buddy I can’t do that, those TVs are all set up for social media” and sure enough I went back kind of dejected and kind of broken hearted about it I looked at the TVs and she was right it was everything about traffic going home, the weather, the volleyball tournament, the baseball tournament, the golf tournament. So I quickly thought about this and being from the south the first thing that came to mind I love ice cream. I called her right back I said “hey I have an idea I have a social event I want to put on.” She said, “I’ve already told you I can’t put your program on there and we’re not going to promote your projects.” I said, “Well no, I have a social event it’s going to be an ice cream social and here is what it is.” So I eventually got it on the TVs but it cost James and I and Dave almost $800 before it was over an ice cream.

So let’s get into the application here if you look what we’re talking about around unlimited devices unlimited applications across unlimited platforms, in reality that can happen, but when It comes to financially is it the right move no, we have a lot of ability today, a lot of flexibility today and you hear a lot about bring your device to work, and when you look at the platforms that we’ve gone and launched we’ve launched on iOS, we’ve also built for the iPad, we’ve built for Windows 7, we’re launched on the Samsung Galaxy 3 as well as last July when we had the volatility around the Blackberry we went ahead and stopped our Blackberry app.

When we launched in December through February we did not launch all these devices. We knew if we wanted to be sustainable and have a successful launch we probably should only launch one device, and we went ahead and launched 3300 iPhones. When it was all said and done we knew that 50% of our mechanical work force already had PCs. It did no good for us to launch iPad because we figured okay if they needed the bigger screens to look at schematics specific wiring diagrams they already had those devices. So as devices break as things happen around I want a new device or the device expires over its consumer life cycle they all have the option to go with a Samsung Galaxy or based on their job description and their requirements we may give them iPads in the future.

Warning about this that is a lot of maintenance and you have to have a pretty big staff to maintain that. When you change one thing you’re changing across an entire portfolio there. Some of the functionality that we have today some of our standard functionality we have combined devices, we got voice and data now in one device, we’ve got our activity dispatch that goes on, inventory management, time and expense, emailing our service reports, quick quoting.

One of things that our subject matter expert group told us was that they were very frustrated with quoting on the old devices, they were very frustrated with quoting in general and in our industry when you look at what they call quoting around block hours or things that are pretty much cookie cutter we have just so much variability in our business, so what we did was we put some standards in form, we changed our pricing data base every quarter, but we give them the flexibility to change the hours, we gave them the flexibility actually to change the price and when it goes out of certain parameters because certainly you got a mechanic out there that may be turning a $5,000, $10,000 or $20,000 quote we do have our approval process, but we have actually increased our quoting by 11% and that’s putting the power of quoting and selling right at the front liner level where you want to put it.

We have some other apps in flight, yesterday you heard James talk about safety very important to us, and we want to send all our folks home very safely. We had books that our front liners had to fill out every day for job site assessments and when our managers went out and they site surveys and audits they also had books that they had to fill out. It would takes months to get the analysis back where this thing happening. Today all that’s done within an app. We’ve also taken our remaining 600 project text and convert them into an app to do their time and expense actually these are guys that are working with wrenches everyday on major projects $2 million, $4 million, $10 million. I would rather have a wrench in their hand that a device. So they don’t really need a whole lot of power other than to do time and expense management.

As you can see we’re also working on an asset app this is something that is going to get data within our system about the condition of the assets, pictures, everyone wants our data within Johnson Controls we do a lot of data crunching big data analysis we also we cans see that we have 3 more apps that we’re building here. One of the things that the subject matter expert group told us, and I didn’t believe this until I talked with them, because we also piloted probably upwards to 6 third party apps, piping apps, conversion formula apps, engineering apps, we didn’t want to go reinvent all that. I found several apps that combine all those functionalities but what they told me was it was too hard for them to look up things in these larger apps. They wanted to be very intuitive; they wanted to go to that specific app to do that specific thing. So we’re being very careful as we go ahead and look at our road map, we have probably upwards to another 6 apps sitting in our road map that we’re going to go in after this design, solution, and build. We don’t want to end up with 50 apps, so we got to look and be very careful and manage that well.

Here’s what customers are telling us they. They want real-time data and they want it right in the technician’s hands. One of the things customers get frustrated with when we talk with them is that your mechanic is on the phone quite a bit and if you can get that data in their hand, the history of that asset, if they can watch a quick 2-minute video when I comes to knowledge management and the things that’s you’re working on its very, very powerful. We can connect our mechanics and technicians to our remote operations center which is real time data. We can also look at asset history. We’re going to be doing QR code management and we have some customers that they really want to know when our technicians are there on site. We’ve just completed a GPS project with Sage Quest where we’ve closed a gap and we’re driving all that cost out of our business, now when they get on site using the QR code we’ll know if they touched that asset in their journey there. Activity management is huge as well as when things are not connected to our remote operations center many will find it easy way to get that data and collect it and get it back in our CRM for analysis and that’s going to come with future products that have Wi-Fi and our current products we have what I call our family jewels almost 30 million chillers out there today that will probably have cable options to pull that data out.

So to give you an idea from an ROI standpoint and the project in general we started this build back in February of last year we budgeted close to $3.6 million, we finished 2 months early, we didn’t touch any of our contingency. The project actually cost us right around $2.8 million and we have an annual savings of $3.8 million, now that sound great but I’m a little bit embarrassed because that show you some of the mistakes that we made previously when we went on this journey almost 4-1/2 to 5 years ago. From a metric standpoint we are seeing a ripple all throughout our metrics when it comes to daze invoice, whip in the system, safety, and probably the biggest one and when you look at this payback that’s no soft cost, these are all hard cost. We were leasing devices we had a third party company that was supporting phone call center on those devices and our mechanics. You start looking at it, internal servers, infrastructure, it was adding up, and going this route its huge savings that you got to account for. This is nothing around technical efficiency; none of the soft cost were in those numbers. So it’s a very good story, again we market the heck out of everything, I love doing that, it was a fun project. My background is predominantly construction management, I moved into the technology field about 2-1/2 years ago and wasn’t probably my first choice but I’ve enjoyed doing it. I love the people I work with, I love working with technology, my experience in construction service and being a long term leader in the service business I think has helped us move some of the initiatives that we want to accomplish in technology along.

That’s pretty much all the presentation and if you guys have any questions I’ll be more than happy to answer any. Yes.