bisimo - maintenance management system
DESCRIPTION
Business Consulting White PaperTRANSCRIPT
MAINTENANCE MANAGEMENT SYSTEM
What it is, what benefit it offers,
and how to successfully implement it
Abstract
BISIMO Maintenance Management System is a
maintenance management system developed for
companies providing regular and/or ad-hoc
maintenance support for the products or services
they sold to their customers.
Freewill has successfully implemented BISIMO
Maintenance Management System with one of
Thailand’s largest household and office
automation equipment companies, serving over
3,200 customers.
After 17 months of operation, Freewill conducted
a post implementation survey among the users at
the Call Center and the technicians in the field. In
addition, extensive interviews with representatives
of both parties and management were held to
analyze the extent of achieved improvements and
to identify areas for further improvement of the
system and/or integration of additional work
processes.
This paper is a non-technical guideline for a
successful implementation. It briefly explains
what BISIMO Maintenance Management System
is, what benefits it offers and illustrates the
achieved improvements 17 months after its
implementation.
BISIMO Maintenance Management System can
be adapted to support any business requiring
respectively providing regular and ad-hoc
maintenance support for its customers, or other
types of field services.
1
Content
Introduction 2
Stakeholders 3
Situation before and after BISIMO Maintenance Management System 4
BISIMO Maintenance Management System - how it works 7
Implementation Steps 8
Results
Quantitative Data Analysis from the online survey 9
Quantitative Data Analyses from the system data 9
Insights obtained from interviews 15
Recommendations 15
Conclusion 15
About Freewill 16
2
Introduction
BISIMO Maintenance Management System has
been implemented with one of Thailand’s largest
household and office automation equipment
suppliers providing maintenance services to over
3200 customers as of July 2013.
In June 2013, Freewill conducted an online survey
addressed to all involved management and staff
members of the client. In addition Freewill
conducted interviews using the approach
described hereafter.
• Discussion meeting with Management
members of the different sections such as
Customer Call Center, Technical Support
and Warehouse
• Discussion meeting with Supervisors of
the Customer Call Center
• Discussion meeting with users at the
Customer Call Center
• Observe actual operation of users of the
system at the Customer Call Center
• Discussion meeting with Supervisors of
the Technicians
• Discussion meeting with Field
Technicians
• Discussion meeting with Warehouse staff
The aim of the Post implementation review was
to:
• Obtain feedback from Management and
users
• Evaluate the extent of improvements
realized through the implementation of
BISIMO Maintenance Management
System for the company
• Identify areas for further improvement of
the system and/or integration of additional
work processes
Based on the findings and inputs received, we
have compiled this post implementation review
summary as a non-technical guideline for a
successful implementation illustrating how the
system works, what benefits it offers and what
improvements have been achieved 17 months
after its implementation.
3
Stakeholders
There are four stakeholders. Each of them has its specific core operation.
CUSTOMER CALL CENTER
Core Operation
Receive customer calls
Plan technician schedules
Assign technician
Monitor technician movement
Monitor job progress
FIELD TECHNICIAN
Core Operation
.
Receive assignments
Accept or reject assignments
Execute maintenance/repair work
Order spare parts
Close job
WAREHOUSE
Core Operation
Receive spare parts order
Prepare spare parts
Handout spare parts
CUSTOMER Core Operation
Request Service
Await Technician
Measure Service Level Agreement Fulfillment
4
Situation before and after BISIMO Maintenance Management System
While the company is represented allover
Thailand, the main zone of its business operation
concentrates on and around Bangkok as the
country’s business center.
The following table illustrates the business
process and the supporting systems used:
Table 1: Business Process and Supporting Systems before BISIMO Maintenance Management System
Before the implementation of BISIMO, customer
service requests were received and registered in a
basic maintenance management system. The
operator at the Customer Call Center then figured
out where the next available technician is, based
on the job list and the technician’s skills required
for the job. In a next step the operator sent an
SMS with the basic data/instructions to the
technician’s mobile phone. From here on, the
status was not necessarily further monitored and
if, then by phone calls to the technician. Spare
parts ordering was done by paperwork. Travel
duration, time on the job and job closure were
reported back to the customer call center on paper
after the job was done. The operator then keyed
the information into the maintenance management
system to close the job. Billing was done in the
company’s own ERP system.
As the above table shows, there was a
maintenance management system supporting the
very beginning and the end of the process, but in-
between, communication related on short
messages, paper, and if necessary phone calls
while the visibility was poor and status data was
only registered at the very end when the job was
already done. The technician was operating
completely out of sight from the operator who
was supposed to schedule and allocate new
incoming jobs and be able to answer customer
questions such as where the technician is or how
long it would approximately take until he will
arrive at the customer’s site. The below table 2
shows the business process and the supporting
systems after the implementation of BISIMO
Maintenance Management System.
Table 2: Business Process and Supporting Systems with BISIMO Maintenance Management System
Billing
Close Job
Tra
nsa
ctio
n
Pro
cess
ing
S�
ste
�s
Status Monitoring
& recording
Spare Parts Ordering
Accept Job
Scheduling & Technician
Assignment
Registering
Customer’s Service Request
����
Tra
nsa
ctio
n
Pro
cess
ing
S�
ste
�
s ��� ��� ����
Billing
Close Job
Status Monitoring
Spare Parts Ordering
Accept Job
Scheduling & Technician
Assignment
Registering
Customer’s Service Request
��� ��
������
��� -
5
Freewill’s Post Implementation Review clearly
shows, that integrating all process steps, with the
exception of billing, into one system that links the
call center with the field technicians on a
permanent online bases, has had the expected
impact on the processes of status monitoring and
scheduling and improved process efficiency and
data accuracy. Table 3 hereafter lists the seven
main differences between the operation before
BISIMO versus the operation with BISIMO.
Ite� Without BISIMO With BISIMO Benefit Beneficiar�
Scheduling The operator doesn’t
know where the
technician is and
how far he has
proceeded with the
job he is currently
working on.
Scheduling the next
job is mainly done
based on
assumptions and
time estimates based
on past experiences.
The operator knows
exactly where the
technician is, on
which job he is
working or which job
he is on the way to.
More reliable
scheduling of new jobs.
Custo�er: Technician
arrives more on-time
because prediction was
more accurate
Co�pan�: Less customer
calls asking why technician
has not yet arrived
Technician: No need to
answer or make phone
calls. Less complaints of
being late.
Assign�ent The operator assigns
the job to the
technician that is
believed to be
closest to the
customer and/or
soonest available
respectively the best
match of these two
factors.
The operator assigns
the job to the
technician that
actually is closest to
the customer and/or
soonest available
respectively the best
match of the two
factors.
Better time and travel
distance management.
Co�pan�: Less time spent
on technicians driving
longer distances than
necessary
Technician: Less need to
reject jobs that were
assigned based on incorrect
assumptions
Accept Job The operator sends
an SMS to the
technician and
assumes that the
technician will
execute the job.
After the operator
has assigned a job to
a technician, the
technician
acknowledges the job
by accepting it or
rejects the job if he
can’t execute it for
any reasons.
Operator receives
confirmation that the
job is accepted, or can
immediately reschedule
or re-assign it to
another technician if
the job got rejected.
Co�pan�: Jobs don’t get
left unnoticed, ignored or
unexecuted.
Technician: Can accept jobs
easily, no need for phone
calls to accept or reject a
job.
Custo�er wants to
know where the
technician is
Operator calls
technician on his
mobile phone to ask
location and calls
back the customer
Operator looks at the
BISMO map screen,
locates the technician
and answers the
customer
immediately by giving
the exact position of
the technician
Operator does not
depend on technician's
accuracy of information.
Customer is impressed
with the speed and
accuracy he receives the
information.
No need to spend
telephone call charges.
Request can be handled
in one activity loop:
take the call, answer the
question, end the call.
Then go to the next
duty.
Custo�er: immediate
answer, no need to wait for
a call back
Co�pan�: Reduced
telephone bill, improved
time management of
operators
Technician: no hassles with
answering mobile calls
while driving or at work at a
customer’s site
6
Ite� Without BISIMO With BISIMO Benefit Beneficiar�
Status Monitoring The operator has no
visibility at all
regarding physical
position of the
technician, nor about
the job status.
The operator can see
the physical
location/status of the
technician as well as
the job status at all
times.
Up-to-date visibility
enables the operator to
better plan and
schedule incoming jobs
and more accurately
answer customer
questions.
Custo�er: increased
accuracy in planning leads
to an increased punctuality
in technicians arriving at
customer sites.
Co�pan�: a higher
punctuality of technicians
results in increased
customer satisfaction.
Recording Process step relevant
data (time stamps)
such as travel time or
work on the job time
are often estimates
and rounded
numbers. Those
registered on paper
need later to be
entered into the
system which offers
the opportunity for
mistakes.
Time stamps for each
process step are
accurate to the
second.
The need for later
manual entry and
mistakes therefrom
are eliminated.
Accurate online time
stamps of the various
process steps lead to
more accurate data
used for reporting and
analysis.
Co�pan�: Increased
reliability of reports and
data analysis.
Spare Parts
Ordering
The technician
orders spare parts
using paper.
The technician orders
spare parts online
through BISIMO.
The warehouse receives
spare parts orders
instantly while the
technician is still at
customer’s site. By the
time the technician is
back at the
office/warehouse, the
parts are ready to be
picked up.
Custo�er: Quicker turn-
around time when parts
need to be replaced.
Co�pan�: Increased
efficiency, shortening the
cycle time, allowing more
jobs per day to be
accomplished.
Technician: No hassles with
paper work, no more idle
time waiting for parts.
Close Job After the technician
remitted all job
related paperwork to
the operator, the
operator was able to
key-in data into the
maintenance
management system
and then close the
job in the system.
After the technician
has done the job and
updates the status to
“Leave Job”, the Job
is automatically
closed in BISIMO.
Increased speed on the
administrative side of
the process cycle.
Co�pan�: Less
administrative work and
shorter cycle time.
Operator: less paper piling
up on the desk with
information to be entered
into the system.
Table 3: Business operation before BISIMO versus the operation with BISIMO
7
BISIMO Maintenance Management System – how it works
BISIMO Maintenance Management System
comprises two hard- and software components as
described below and shown in table 4:
Technician’s mobile device is a mobile phone
using a Windows operation system and GPS
support. (In the meantime, the next generation of
BISIMO running as an Android application on
any Android based Smart Phone has successfully
been tested and is available now.) BISIMO allows
the technician to receive and manage work orders
and to order spare parts online while at customer’s
site.
Back-end servers and software receive data
from the customer call center as well as job status
and location updates from the technician’s hand-
held device. This enables the customer call center
to gain full real-time visibility in regards of job
progress and technician’s physical location,
allowing it to more accurately plan and assign
incoming jobs. Integrating the BISIMO server
with a company’s existing ERP system is an
option which in the case of the company chosen
for this white paper was not used. BISIMO may
also be integrated with other third party systems
such as maintenance systems, call center systems,
etc.
Table 4: BISIMO Maintenance Management System Overview
Order spare parts
Release Work Order Receive Work Order
Work status and GPS
GPS
Satellites
Mobile data
network BISIMO Data Server
Customer Call Center /
Dispatch Operation Customer
Technician with BISIMO
enabled mobile device
Customer Call
Company's ERP
location update
8
Implementation Steps
The implementation of BISIMO Maintenance
Management System can be divided into three
steps as shown in table 5 and described shortly
hereafter.
• Hard- and Software Set-Up
• Back Office Integration
• Reporting & Dashboard
Table 5: The three steps to implement BISIMO Maintenance Management System
Step 1 – Hard- and Software Set-Up
By installing the software at the customer call
center and equipping the field technicians with the
hand-held devices, we establish a permanent
connection between the two parties which results
in the customer call center gaining visibility
through GPS based physical location updates of
the technician as well as a more accurate visibility
of the job status through more frequent online-
updates from the technician in the field.
Step 2 – Back Office Integration
The back office integration’s focus is usually on
the integration of the company’s (service-) order
to cash process. Another important link to be
established is the connection of BISIMO with the
spare parts data base and stock availability
(warehouse data) which is most likely run in the
company’s existing ERP system so the technician
can make full use of BISIMO’s ability to order
spare parts online.
Step 3 – Reporting & Dashboards
As in every business, different stakeholders focus
on different parts of the operation and of the big
picture. Therefore we need a flexible reporting
tool allowing managers to create individually
tailored reports responding to their requirement of
analysis. An operational and a Management
dashboard will further support the customer call
center and Management in their decision making
by providing the most important data in an
updated ‘at a glance’ manner.
- Customer Call Center
- Mobile Devices
3. Analysis & Control
Reporting / Dashboard
2. Cost Saving - Obtain Management level
visibil ity for analysis and
decision making
Back Office Integration
1. Visibility- Establish a l ink between
BISIMO and Back Office
Systems
Hard- and Software Set-Up
9
Results
Quantitative Data Analysis from the online
survey
Over 90% of the involved staff and management
have completed the online survey. When looking
at the five survey indicators related to users’ or
company’s benefits and to users’ acceptance, we
noticed that the scores were unexpectedly poor. It
was also noticed, that 34.5% of the respondents
considered themselves not having received
enough training or not having been trained at all.
This rather high number of not-enough trained
participants led us to analyze the five main
indicators split into two groups, those considering
themselves having received enough training and
those considering themselves not having received
enough training. Both groups were then split into
sub-groups distinguishing office employees and
field employees.
Table 6: The 5 main indicators for Benefits and User Acceptance
It appears that those participants who consider
themselves having received enough training, give
the system much higher scores in almost all five
key values than those who feel not having
received enough training. We therefore believe
that BISIMO itself provides the improvements
promised but only under the condition that
enough training is given to the users.
Quantitative Data Analysis from the system
data
For the quantitative data analysis, we focused on
the two main Job Categories which are Preventive
Maintenance (56.93% of all jobs done) and
Corrective Maintenance (26.5 % of all jobs done),
together representing 83.43% of all jobs done.
0% 10% 20% 30% 40% 50% 60% 70% 80%
Makes my job easier
Makes my job more efficient
Helps reduce cost
Improves operational visibility
Would recommend BISIMO to a friend
The 5 �easures of Benefit and User Acceptance
Enough Training Office Enough Training Field Not enough Training Office Not enough Training Field
% of respondents ->
10
Job Categories in % to overall jobs done 2011 2012 2013 Cu�.
Preventive Maintenance 58.16% 54.91% 56.93% 56.93%
Corrective Maintenance 15.44% 25.97% 26.50% 83.43%
Consumable & Parts Change 9.49% 10.11% 9.06% 92.50%
Installation, Install New Machine, Machine Move 3.94% 3.08% 2.81% 95.31%
Delivery Service, Deliver Consumables 1.03% 2.22% 2.46% 97.77%
PM non-schedule, Visit Customer 10.34% 2.27% 0.90% 98.67%
Meter Reading 1.05% 0.58% 0.65% 99.32%
Document Delivery by Technician 0.55% 0.51% 0.35% 99.67%
Inside Service, Inside Maintenance, Refurbish 0.00% 0.22% 0.22% 99.89%
Other 0.00% 0.14% 0.11% 100.00%
Table 7: % of jobs done by job categories
For better understanding of the compared values,
we need to mention that the process steps of the
previously used system and BISMO do not
perfectly match in every aspect. The data of the
previously used system does not, for example,
allow us to determine the time spent between a
job was assigned to a technician until the
technician accepted that job while in BISIMO, a
customer contact and the issuance of a work order
are one single step without a time frame in-
between. The table below shows all process steps
and where the two systems differ.
Process Steps Previous S�ste� BISIMO
Work Order No ���� ����
Work Type ���� ����
Register a customer contact ���� ����
Issue a work order ����
Assign the job to a technician ���� ����
Technician accept the job ���� ����
Technician departs for the job ����
(1) ����
Technician arrives at the job ����
(1) ����
Work Done ���� ����
Technician leaves the job ���� ����
Customer center closes the job ���� ����
Reject Job ���� ����
Cancel Job ���� ����
Travel time ���� ����
(2)
Labor time ���� ����
(2) (1)
can be calculated based on Travel Time and Labor Time
(2) can be calculated based on Departure, Arrival and Work Done
Table 8: Process steps comparison of the previously used system and BISIMO
11
Across the entire analyzed period, a total number
of 90,366 preventive and corrective maintenance
jobs have been done. The average number of
preventive maintenance jobs per month was 2,498
jobs for the previous system, respectively 2,054
jobs for BISIMO, a decrease of 17.77%, while the
average number of corrective maintenance jobs
per month was 663 jobs for the previous system,
respectively 946 jobs for BISIMO, an increase of
42.68%. The monthly average job volume has
decreased by 5.12%. January 2012 was the month
of transition between the two systems and the data
records are unusually low. We therefore ignored
the January 2012 data in our analysis to prevent
data distortion.
Table 9: Total jobs done for preventive and corrective maintenance
0
500
1000
1500
2000
2500
3000
3500
4000
4500
Ave
rag
e P
revio
us
Syst
em
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
pte
mb
er
Oct
ob
er
No
ve
mb
er
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
pte
mb
er
Oct
ob
er
No
ve
mb
er
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
Ave
rag
e B
isim
o
2011 2012 2013
Total Jobs Done
(Preventive & Corrective Maintenance)
Preventive Maintenance Corrective Maintenance
12
Pretending that the most important moment for
the customer is when the machine brakes down
and needs to be fixed as quickly as possible, we
analyzed the average total cycle time for
corrective maintenance from the moment the
customer calls the customer assistance center to
the time the equipment is fixed and the technician
leaves the job. The analysis reveals that BISIMO
has helped to reduce the entire cycle time for
corrective maintenance jobs by an impressive
27.66% from 3 hours and 44 minutes to 2 hours
and 42 minutes.
Table10: Cycle time for corrective maintenance jobs
00:00:00
00:30:00
01:00:00
01:30:00
02:00:00
02:30:00
03:00:00
03:30:00
04:00:00
04:30:00
Av
era
ge
Pre
vio
us
Sys
tem
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
pte
mb
er
Oct
ob
er
No
vem
be
r
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
pte
mb
er
Oct
ob
er
No
vem
be
r
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
Av
era
ge
BIS
IMO
Total C�cle Ti�e - Custo�er Call to Leave Job
Corrective Maintenance
Average of Customer Call to Assign Technician
Average of Assign Technician to Accept Job
Average of Accept Job to Departure
Average of Departure to Arrival (Travel Time)
Average of Arrival to Work Done (Labor Time)
Average of Work Done to Leave Job
27.66%
02:42
03:44
13
Another factor where BISIMO is supposed to
generate improved efficiency is in the number of
jobs a technician can complete within one day.
The results in this aspect show a stunning
improvement of 42.1%. While the technicians
handled an average of 3.8 jobs per day (preventive
and corrective maintenance jobs) with the
previous system, the technicians handled an
average of 5.4 jobs per day by using BISIMO.
Table 11: Jobs done per technician per day
If we analyze the numbers year by year, we can
see an increase in jobs done per technician per day
between 2012 and the first half year of 2013,
suggesting that in 2013 the average technician’s
efficiency is 46% higher than it used to be with
the previous system in 2011.
Table 12: Jobs done per technician per day in numbers and in %
3.8 3.9
4.84.4
3.6 3.5 3.43.8 3.9
3.5 3.6
3.2
4.2
1.2
5.14.7
5.5
4.85.1
4.3
5.9
5.3
6.6
4.4
7.2
6.0
6.8
4.5
6.6
4.7 4.8
5.4
0
1
2
3
4
5
6
7
8
Av
era
ge
Pre
vio
us
Sy
ste
m
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
pte
mb
er
Oct
ob
er
No
ve
mb
er
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
pte
mb
er
Oct
ob
er
No
ve
mb
er
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
Av
era
ge
Bis
imo
2011 2012 2013
Average Nu�ber of Jobs Done per Technician per da�
(Preventive & Corrective Maintenance)
3.82
5.35 5.58
-
1.00
2.00
3.00
4.00
5.00
6.00
2011 2012 2013
Jobs Done per Technician per Da�
100%
140.2% 146.1%
0%
25%
50%
75%
100%
125%
150%
2011 2012 2013
Jobs Done per Technician per Da�
14
Last but not least we analyzed the data in regards
of the two main KPI’s for corrective maintenance
which are:
1. The technician arrives at the customer site
within 2 hours after the customer calls the
customer call center.
2. The technician finishes the job within 4
hours after the customer calls the
customer call center
Table 13: KPI achievement – Technician arrives at customer site within 2 hours after customer call
The average KPI achievement for “Technician
arrives at customer site within 2 hours after the
customer calls the customer call center” stands at
55.21% for the previously used system and has
increased to 62.97% for BISIMO.
Table 14: KPI achievement – Technician finishes the job within 4 hours after customer call
The average KPI achievement for “Technician
finishes the job within 4 hours after the customer
calls the customer call center” stands at 70.18%
for the previously used system and has increased
to 79.56% for BISIMO.
0%
20%
40%
60%
80%
Av
era
ge
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
pte
mb
er
Oct
ob
er
No
vem
be
r
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
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mb
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Oct
ob
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No
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r
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
Av
era
ge
2011 2012 2013
KPI Achieve�ent - Technician arrives within 2 hours after Custo�er Call
(Corrective Maintenance)
0%
20%
40%
60%
80%
Av
era
ge
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
pte
mb
er
Oct
ob
er
No
vem
be
r
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
July
Au
gu
st
Se
pte
mb
er
Oct
ob
er
No
vem
be
r
De
cem
be
r
Jan
ua
ry
Fe
bru
ary
Ma
rch
Ap
ril
Ma
y
Jun
e
Av
era
ge
2011 2012 2013
KPI Achieve�ent - Work Done within 4 hours after Custo�er Call
(Corrective Maintenance)
62.97% 55.21%
79.56% 70.18%
15
Insights obtained from Interviews
The interviews with the different user groups have
been very constructive and given us a very clear
picture of the pain points the users still face with
BISIMO.
For the technicians the biggest challenges are
network speed, network outages and hand-held
device stability. Aside the lack of enough training,
these three issues are the main reason for the low
ratings BISIMO received from most technicians.
We believe that a substantial improvement will be
achieved with the introduction of the Android
based software and hand-held devices.
The customer call center representatives have
mainly raised desires for an easier, straighter
forward navigation within the program. Most of
these functionalities can quickly be addressed and
implemented with the next software update.
At the management level, the most discussed
point is the generation of reports. The available
reports from the system are “okay” but a more
decent, more flexible reporting tool as described
in implementation step 3 should be the ultimate
goal to make data analysis easier and individually
more adaptable.
Recommendations
Based on the combined information, results and
insights gained throughout this post
implementation evaluation, we established the
following list of recommendations.
Subject Result/Benefit
Training provided to users must be increased to
make sure all users understand the functions and
utilities the system provides. Training should be
specifically tailored to the different user groups
(technicians, call center, Management
Users will feel more comfortable in using the
system, encounter less “user-based” operation
issues and finally adopt the system more easily as
demonstrated by the online survey
Technical issues related to connection speed and
stability must be resolved
A fast responding system without failing data
transmission is essential for the business’ efficiency
and user acceptance from the field
Convenience functions as raised by the users must
be included in a next software release
A faster navigation through the program steps will
further increase speed, efficiency and ease of
working at the customer call center
Implementation step three, Reporting and
Dashboard, needs to be implemented
Ease the job of generating reports and allow for
more flexible analysis
Table 15: Recommendations
Conclusion
BISIMO Maintenance Management System has
increased efficiency considerably and reduced the
all over cycle time of a maintenance job. It also
provides much better visibility and more accurate
data for reporting and analysis than the previous
system used.
If given the authority to make this decision, all
users with exception of some technicians would
continue to use BISIMO rather than to switch
back to the previous system.
16
About Freewill
Freewill Solutions Co. Ltd. is a leading software
developer and professional services provider.
Established in 1991, the company has built an
extensive portfolio of in-house developed
software systems, becoming a dominant market
leader in the provision of solutions to the
securities brokerage industry both locally and
regionally with, additionally, a distinctive position
in the provision of total solutions to the non-life
insurance and business sectors. We offer our
clients technology and business solutions to
improve our clients’ business and to help them to
be more competitive in the market. Freewill
implements the know-how to improve business
performance of companies operating in Thailand
and the region by implementing world class and
leading edge technologies, concepts and practices.
Freewill is uniquely positioned to address both,
the technical and people issues associated with
implementing new technologies. This enables
Freewill to offer its clients integrated end-to-end
business solutions.
The present white paper was written by Niklaus
Stucki, a Managing Consultant of the Business
Consulting Unit of Freewill Solutions (email:
Website:
http://www.freewillsolutions.com/introduction/ent
erprise-mobile-solutions-144.html (you may need
to copy the link and paste it into your web-
browser in case you receive a “not-found” error
page)