Kirona Solutions

A Message from Lord Pickles and Lord Blunkett, followed by Kirona Solutions's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Kirona Solutions is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.kirona.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | KIRONA
David Murray, CEO
Kirona’s technology enables field-
based workers to increase productivity
and improve service quality
Enabling organisations to do more with less, Cheshire-based
Kirona is a market leader in field service management
solutions and has been for 15 years. Its software enables
public and private sector organisations to increase productivity,
make cost savings and improve service quality. Kirona’s
CEO and co-founder David Murray explains the elements he
considers to be key to Kirona’s success and the solutions they
provide for any and all industry challenges.
Kirona is the leading field service management solutions provider for organisations
both nationally and internationally. Having recently celebrated our 15th anniversary,
Kirona earned an impressive £11 million turnover and ranked 12th in Megabyte’s
Emerging Stars and 4th in the top externally funded technology companies.
Kirona is the “go-to” provider for dynamic resource scheduling, planning and
mobile applications for social housing organisations. During the last few years,
however, Kirona has been successful in gaining customers from non-housing
organisations such as local authorities, central government departments, utilities,
construction, facilities management, retail, health and social care.
We are proud to have won contracts with organisations as diverse as DEFRA,
Balfour Beatty and the NHS. That being said, however, we still actively target and
value our core social housing market. Organisations in non-housing sectors benefit
from Kirona’s field service software as it enables them to achieve their objectives
such as increasing efficiencies and productivity and improving service deliverability.
Essentially, any organisation looking to do more with less can benefit from
Kirona’ssoftware.
FACTS ABOUT
KIRONA
»CEO: David Murray
»Established in 2003
»Head office in Alderley Edge,
Cheshire
»Services: Market leader in field
service management solutions
»No. of employees: 80+
»G-Cloud Crown Commercial
Service: Digital Marketplace
Suppliers
»ISO 20000-1: Information
Technology Service
Management
»ISO 9001: Quality
Management
»ISO 27001: Information
Security Management
»Kirona’s software is used by
over 40,000 people each day
Kirona
33KIRONA |
BEST PRACTICE REPRESENTATIVE 2018
»THE OUTCOMES
ȣ2 million savings per
year
»Improved visibility and
accountability of home
repairs and social care
teams
»20 per cent increase in
the productivity of the
council’s homes team
»No-access rates
reduced from 40 per
cent to just 3 per cent
»Turnaround timescales
for repair work now
counted in hours and
not days
»Administrative tasks
have also been
significantly reduced
As well as our strong growth in new
markets, what I’m especially proud
of is having a team of talented
and committed individuals who
embody Kirona’s ethos of continual
improvement. Nearly a quarter of the
Kirona team have been with us for
over ten years, which is something I’m
particularly proud of.
We continually invest to drive our
solutions to meet the diverse needs of
our growing customer base. We have
an active membership organisation,
the Kirona User Group, made up of
customers who help drive the product
road map. Listening to our customers
has been key to making Kirona the
success it is today.
Kirona’s Solutions
Kirona provides three distinct
applications that can be used on
a standalone or combined basis,
including Dynamic Resource
Scheduler (DRS), Job Manager and
InfoSuite, providing scheduling,
process management and analytics
capabilitiesrespectively.
Kirona’s DRS Scheduler is the leading
dynamic scheduler for field service
management. It seamlessly blends
appointed, planned and responsive
work across the field-based workforce.
Kirona’s DRS software helps clients
increase productivity, ensure that all
customer commitments are met, keep
travel time to a minimum and ensure
more tasks are completed in a singleday.
An additional beneficial module of DRS
is the “Cyclical Servicing” functionality,
which enables organisations who
implement regular, cyclical jobs such as
gas servicing, gutter cleaning, etc., to
automate the planning and scheduling
of these jobs.
Kirona’s Job Manager mobile application
connects centralised teams with its
field-based workforce in real time
to enable organisations to increase
productivity, improve customer service
and reduce costs.
Kirona’s InfoSuite business information
software provides your organisation with
real-time actionable insight into what
is important to you. Kirona InfoSuite
provides you with a holistic view of your
operation, visibility of key performance
indicators and the ability to quickly drill
down to the underlyingdetail.
How North Lanarkshire council
saved £2 million per year
Kirona’s field workforce management
solution has improved the way North
Lanarkshire council delivers its services
across two departments: social housing
repairs and social care.
The challenge
The main challenge within the social
housing sector centred on the availability
of its housing repair representatives
to carry out vital repair work. In some
cases, residents could wait up to three
days for an appointment to be met
and crucial work completed.
Kirona’s field service
management technology
enabled £2million
cost savings for North
Lanarkshire Council
THE PARLIAMENTARY REVIEW
Highlighting best practice
34 | KIRONA
The council’s social housing repair
teams also spent a lot of time
commuting between jobs and a
central hub in Motherwell. Robert
Forman, former service manager
for Business Process Change and
Improvement at North Lanarkshire
council, said: “Typically, housing repair
representatives would get up in the
morning, come into a central hub,
pick up their job list and then go out
to work. After they’d completed their
jobs for that day, they would then
travel back to Motherwell to log their
activity.” The council identified a need
to simplify this by reducing the number
of visits repair teams would need to
make to their focal hub.
In the home care sector the council’s
main challenge was frontline care,
with the local authority being limited
in the time its home support workers
could spend with service-users because
of increased administrative duties
between home visits.
North Lanarkshire council currently
carries out 2.5 million home visits a
year, meaning around 7,500 home
visits are made every day. With such a
heavy workload, home support workers
are often distracted by phone calls
while making home visits, preventing
them from providing important
customer care. The local authority
faced the significant task of having to
update its diary and job management
systems to better provide customer
care and reduce the time needed by
the home support workers to arrange
home visits. Alongside this, the council
faced the problem of improving
workforce management within the
social housing sector by increasing the
visibility and accountability of their
housing repair representatives.
Our solution
North Lanarkshire council invested
in Kirona’s mobile working and
dynamic job scheduling technology.
Des Murray, head of housing
property at North Lanarkshire
council, said: “Kirona’s workforce
management software was chosen
as it demonstrated a wide range of
capabilities supported by a proven
track record with customers. It
manages everything from the
scheduling of jobs in the office with
the DRS software, through to the
fulfilment of the work by housing
repair representatives using the Job
Manager mobile application.”
By using Kirona’s Job Manager, home
repair representatives are able to get
up in the morning and are allocated a
job that is never more than 15 minutes
away. Now that their work is logged
electronically, there’s no need to keep
travelling back and forth. They are now
geographically profiled, so the council
is better able to manage their time
effectively and provide a more efficient
service for residents.
After successfully applying Kirona’s
software within social housing, it
was rolled out to the home support
workers. North Lanarkshire council has
reduced the number of administrative
tasks that were preventing home
support workers from providing vital
social care for citizens. The next steps
are to roll it out to other departments
in 2018.
Now their
work is logged
electronically,
there’s no
need to keep
travelling back
and forth
The technology provided
real-time visibility of
field based workers,
increasing productivity
by 20 per cent

www.kirona.com

This article was sponsored by Kirona Solutions. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister