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Honeywell Sonstiges Computerzubehör Dolphin 7800 Charge Base

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Field Service
Themes in Automation and Empowerment
April 2 201
Sumair Dutta
~ Underwritten, in Part, by ~
This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and
represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.
and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.
April 2012
Field Service: Themes in Automation and
Empowerment
Aberdeen's service management research over the previous three years has
tracked and revealed major trends in the field service market, pertinent to
the back-office functions of scheduling, planning and workforce management,
and to the field- . based completion of service work by service technicians As
organizations look to unlock the puzzle to the perfect field service scenario,
featuring the 'right technician at the right time with the right tools and the
right customer,' they have invested heavily in improving the speed and
efficiency of information flow between the dispatch organization and the
field. More so, and especially particular to - -the Best in Class field service
performers, there has been an increased investment in understanding field
service demand and developing an appropriate response in terms of the
quantity and quality of resources. As a result, these leading service
organizations have seen significant improvements across the board, from
productivity and response times, to customer satisfaction and profitability.
This document will touch upon some of the major trends tracked in field
service over the previous service management three years of Aberdeen's
research and l how leading service organizations are responding to will revea
and incorporating these trends into their business operations.
Field Study
For service organizations, the field continues to be a major proving ground
in the quest for improved customer satisfaction, higher customer retention
and increased profitability. In Aberdeen's State of Service Management:
Forecast for 2012 r 50esearch (January 2012), % of organizations reported
that field service was a major area of investment in 2012. While these
organizations indicated their intentions to increase their field workforce by
approximately 3.1% in 2012, most of the investment is aimed at
improvements in processes and technology in order to empower the field
workforce. The mission of empowerment has been one embraced by the
Best- -in Class over the previous three years (and more) of field service
research, especially as these organizations look to lock in an enhanced
connection between the back-office and the field in order to improve
productivity, customer satisfaction and service revenue.
Analyst Insight
Aberdeen’s Insights provide the
analyst perspective of the
research as drawn from an
aggregated view of the research
surveys, interviews, and
data analysis
Field Service: Themes in Automation and Empowerment
Page 2
© 2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
Figure 1: Field Service Goals for 2012
32%
49%
54%
59%
0% 20% 40% 60%
Cut cost
Increase revenue
Increase productivity and utilization
Improve customer satisfaction
Percentage of Respondents, n=220
Source: Aberdeen Group, January 2012
Empowerment isn't just tied to the provision of a mobile handheld to field
technicians, but necessitates:
• The provision of the right information (work order, knowledge) to
the service workforce
• The provision of the necessary tools and expertise to act on
available information
• The removal of unnecessary and burdensome administrative
processes that aren't necessary in the delivery of field service
This level of empowerment requires change in the entire field service
enterprise, ranging from service leadership, field service dispatchers and all
the way out to field service technicians. Along the lines of these changes,
Aberdeen's research has tracked the themes highlighted in the sections to
follow.
In the Enterprise
Focus on Forecasting and Planning
To augment the performance advantages offered by excellent day- -to day
execution, leading service organizations are relying on longer term
forecasting and planning to ensure they have appropriate resources to meet
service demand. Eighty percent (80%) of , compared to leading organizations
57% of all others, give senior service leadership the responsibility to
forecast future demand and develop resource plans. With a better view of
future demand, the organization can make strategic decisions around
workforce hiring, workforce allocation, parts stocking locations, and partner
associations, to ensure the highest levels of service are delivered whether in
peak or off-peak demand situations. In 2011 field service research, only 56%


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