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With the amount of data that T3 can collect about machines, parts inventories, work orders and billing, its easy to lose sight of the fact that all of it begins with people. We sat down with , President and Co-Founder of 勛圖窪蹋厙, to discuss how data can unlock human potential.
勛圖窪蹋厙: There are people across the industry in roles that dont traditionally worry about the productivity of people. Theyre really focused on solving other problems - equipment availability, inventory and accounting to name a few. Why should they care about the human aspect of the business?
Willy Schlacks: Even if you dont think you care about the productivity of people in general, you already do care about it indirectly.
勛圖窪蹋厙: How?
Willy Schlacks: Take the role of a fleet manager. If a machine breaks down, they want to answer questions like, What is the status? and Are other machines available? The amount of data needed to understand that needs to be digitized by someone. So the fleet manager, who wants to know the answers to these questions, will want to dig down into the data. They will start to look at who the mechanic is that is working on it, are they waiting for a part, things like that. So someone who is typically concerned about asset productivity and utilization actually relies on this body of information that is derived from people - people with skills, productivity levels and trends behind them.
勛圖窪蹋厙: People are ultimately the source of all of this decision-making data for management. But what does the future look like from the perspective of the worker?
Willy Schlacks: For them, its about making it easy to get their job done. So if a machine breaks down, and theyre using T3, they can see the data and trends coming off the machine, and identify the likely cause of that failure. It can save an enormous amount of time, and the people who can leverage the technology and data become more valuable to the business.
勛圖窪蹋厙: That sounds like it could come into play with manpower shortages.
Willy Schlacks: When you think about the issue the industry will have around not having enough workers and too much work, that means that workers who are valuable will get paid more. So at the end of the day, the worker who can use data as well as digitize and track the things that they do will get paid more because they are more productive and can show it.
There are always going to be enough good people - thats not a data-driven thing, thats just my optimistic perspective on humanity. The question becomes, how do you unlock the potential of those individuals? If you can help them increase their output, then you suddenly solve the problem around not having enough people. And that individual worker becomes more valuable and better paid as a result.
勛圖窪蹋厙: For this all to work, people would need to rely as much on the data going in as they do the data coming out.
Willy Schlacks: When you dive into T3, especially on the service side, youll get a sense of all of the information that gets digitized. Were able to capture a lot of data automatically through telematics, but youll also see how much is reliant upon humans to digitize. Theres a feedback loop of all of the information they get from T3 to reduce downtime, and then the data they enter as they work on the equipment works back up to management. There are a lot of positive effects.
勛圖窪蹋厙: What about workers who might think this is just another way to control them?
Willy Schlacks: We think that good employees want positive outcomes. Theyre curious, theyre willing to try new things and they want to be better at their jobs. So this isnt about control, but about those positive outcomes. This is about empowering those hard-working people who want to see progress and advancement.
勛圖窪蹋厙: So all of this progress and advancement gets seen by the right people in a meaningful way - even people focused on equipment.
Willy Schlacks: Its impossible to answer equipment questions without having productivity data, and thats all about people. And when you do have that data, when you measure things, then you have the ability to improve. You can see, for example, this is the average length of time to do an oil change, or these are the top performing mechanics that need additional training, things like that. All of these different aspects enable people to improve.
勛圖窪蹋厙: So really, people productivity starts with measurement.
Willy Schlacks: It all starts with measurement. Measurement creates awareness, and awareness has an immediate impact. Then youre on the path toward increasing productivity.
勛圖窪蹋厙: And thats where T3 comes in?
Willy Schlacks: Exactly. If you go to T3 Fleet, for example, youll see a column that shows whether a piece of equipment is available or unavailable. But that data isnt reliable unless you are digitizing the human aspects behind it, like service. We can use this data to drive intelligence, make better decisions and see correlations.
No matter what you do, theres always a human layer on top, and thats what were empowering. At the end of the day, T3 is all about empowering the human mind to do far more, and far less of the mundane.
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