Informatie Technologie

 Service - IT organisatie ondersteuning van business strategieën, waaronder de standaardisatie

Tijdens deze presentatie worden twee pijlers besproken: 
1) go back to the basics
     C- Customer, C- Cash, C- Cost

2) Build on Bad times voor groei
    I-Innovatie, I-Interactie, I-Integratie

One important driver of performance improvement in the service business is the degree in which service business are able to standardise their service delivery organisation. In our 2008 research named “The future of Service Management” (www.thefutureofservice.com) we saw that companies that were able to demonstrate both strong revenue growth and year on year improvements in profit margins were able to deliver high value added services through standardised processes. The less profitable service businesses typically see the complexity of their operations increase exponentially when growth takes of. The intangible nature of the service business with a strong dependency on the performance of individuals makes it one of the most challenging types of businesss to manage.   

One important driver of performance improvement in the service business is the degree in which service business are able to standardise their service delivery organisation. In our 2008 research named “The future of Service Management” (www.thefutureofservice.com) we saw that companies that were able to demonstrate both strong revenue growth and year on year improvements in profit margins were able to deliver high value added services through standardised processes. The less profitable service businesses typically see the complexity of their operations increase exponentially when growth takes of. The intangible nature of the service business with a strong dependency on the performance of individuals makes it one of the most challenging types of businesss to manage.   

"Our advice for large organisations is that Best-of-Breed from any of the top-tier vendors is pretty much as safe as you can get" and "If users sit and wait they will never do anything" Gartner from Computing (BCS Journal). Powerful words for all to hear; is this a clarion cry for action, a call to arms, or should we be mindful of the proverb “Fools rush in, where Angels fear to tread? In addition the cynics amongst us could, in fairness, point to the fact that Gartner could equally have been talking about ERP or MRP or DRP or even ASP in place of the CRM acronym and it would have been all too familiar, particularly with all the war stories about difficult past implementations.

We are fast approaching a time in Service applications where we will have to consider and eventually accept a new paradigm of operation that is as different from currentoperations as the iPod is to the CD walkman. The purpose of this article is to look at how that future paradigm might be experienced and the impact of new ways of working on service operations and the total business.

Service suppliers are changing technologies and processes as they seek to meet customer expectations and become more efficient. But those changes will also affect the engineer and the customer and these people are important variables in the equation and must be taken into account.

The current focus of analyst reports on Customer Relationship Management (CRM), would seem to be on implementations. The criteria used to assess success or otherwise are based around business adoption and performance. The latest research has produced some quite alarming statistics about the success to date.

Planning and scheduling were not words used much in field service just a few years ago. But now clever software tools can eliminate much of the reactivity and fire-fighting that once characterised the industry.

With all the noise and focus on customer relationship management (CRM), the concern that now seems upper most in the minds of service directors is how can they deliver the promises made on their behalf. One of the key differentiators in terms of both service levels and cost in this area is how the right parts and the right people can be scheduled properly.

Potential savings from better planning and scheduling of your workforce can be impressive. Most Field Service Organisations have a need to reduce cost and at the same time are facing shortages of field engineers that possess the right competencies. That puts a lot of pressure on the people tasked with selecting a new workforce management and service optimization solution that will enable improved service at a lower cost. In this article you will find a comprehensive listing of selection criteria.

In ons onderzoek naar de implementatie van IT in de logistiek zien we nog steeds veel ‘technology push’. En dat zal zeker ook gelden voor service en maintenance. Er komt steeds mooiere technologie beschikbaar, nieuwe software, sensoren (waarmee je onder meer kunt voorspellen wanneer onderhoud nodig is), real time locatie-informatie (bijvoorbeeld van service-auto’s), enzovoort.