Mobile Applications Contents

Transcription

1 Mobile Applications Contents Sales Order Work Order Asset Tracking Work Force Scheduling Data Capture Alerting Response Mobile Inventory Manufacturing Distribution Field Service Healthcare Insurance High Tech Contact Us Before & After

2 Sales Order Sales Order Sales Rep Drives to Site Asks for a Quote Sales Rep Drives to Site Rep Returns to Office and Gathers Information Rep Returns to Site Rep Provides Quote Rep Provides Quote Product price and inventory database Approves Quote? Product, Price & Inventory Database Approves Quote? Rep gathers information from customer about order Rep submits order Rep Locates Order Form Rep Gathers Information from About Order Rep Completes Paper Order Form Inventory Commited to Order Rep Returns to Office Rep Submits Order Is Order Form Complete? Rep Drives Home Agent completes assignment Inventory database Inventory Commited to Order Eliminate process steps by combining tasks (e.g., quote and order in one visit) Improve order accuracy Capture customer information (e.g., signature) electronically to reduce processing costs Project a more professional image and build better customer relationships

3 Sales Order Sales Order Sales Rep Drives to Site Asks for a Quote Sales Rep Drives to Site Rep Returns to Office and Gathers Information Rep Returns to Site Rep Provides Quote Rep Provides Quote Product price and inventory database Approves Quote? Product, Price & Inventory Database Approves Quote? Rep gathers information from customer about order Rep submits order Rep Locates Order Form Rep Gathers Information from About Order Rep Completes Paper Order Form Inventory Commited to Order Rep Returns to Office Rep Submits Order Is Order Form Complete? Rep Drives Home Agent completes assignment Inventory database Inventory Commited to Order Eliminate process steps by combining tasks (e.g., quote and order in one visit) Improve order accuracy Capture customer information (e.g., signature) electronically to reduce processing costs Project a more professional image and build better customer relationships

4 Work Order Create, Review, Update Work Order Create, Review, Update Order Placed / Issue Reported Arrives at Site Work Order Created Performs Physical Inspection Calls Office to Confirm Warranty / Contract Arrives at Site Order placed / issue reported Work Order created scheduling and dispatch Data Capture Can Complete Work Order? Data capture Performs Physical Inspection Calls Headquarters to Resolve Entitlement Issue? Performs Work Order, Collects Info on Paper Calls/Visits Office to Close/Update Work Order Sales order quote and commit Discusses Issue With Can Complete Work Order? Entitlement Issue? Performs work; records details on wireless devices Data capture Generates invoice on-site Visits Next Mobile Inventory (Phone Call) Parts Required? Visits Next Mobile inventory Picks Up Required Part Parts Required? Knowledge Base Lookup (Phone Call) Additional Information Required? Returns to Headquarters Headquarters Generates Invoice Knowledge base lookup Additional Information Required? Access to customer request and work history enables technician to better address issue s can upsell to customers on site; get signature on site and initiate billing immediately Reduce call center costs; reduce re-work First-time-fix improves customer satisfaction

5 Work Order Create, Review, Update Work Order Create, Review, Update Order Placed / Issue Reported Arrives at Site Work Order Created Performs Physical Inspection Calls Office to Confirm Warranty / Contract Arrives at Site Order placed / issue reported Work Order created scheduling and dispatch Data Capture Can Complete Work Order? Data capture Performs Physical Inspection Calls Headquarters to Resolve Entitlement Issue? Performs Work Order, Collects Info on Paper Calls/Visits Office to Close/Update Work Order Sales order quote and commit Discusses Issue With Can Complete Work Order? Entitlement Issue? Performs work; records details on wireless devices Data capture Generates invoice on-site Visits Next Mobile Inventory (Phone Call) Parts Required? Visits Next Mobile inventory Picks Up Required Part Parts Required? Knowledge Base Lookup (Phone Call) Additional Information Required? Returns to Headquarters Headquarters Generates Invoice Knowledge base lookup Additional Information Required? Access to customer request and work history enables technician to better address issue s can upsell to customers on site; get signature on site and initiate billing immediately Reduce call center costs; reduce re-work First-time-fix improves customer satisfaction

6 Asset Tracking and Monitoring Asset Tracking and Monitoring Inquires About Delivery Status Calls Driver Regarding Status Driver updates status of deliveries via wireless Data capture Driver Takes Call? Driver monitors items and keeps records Driver Returns Call After a Delivery Driver Updates er er Updates via Phone Driver Monitors Items and Keeps Record Driver Updates Status of Delivery in Database Inquires About Delivery Status er accesses database er provides status to customer in real time can receive alerts about changes can access web portal to get status Database Receives Detailed SLA Report er Runs SLA Report Improve responsiveness to customer requests Improve accuracy of product status Reduce calls to and from dispatch Reduce number of trips to office Meet customer s SLAs requirements; enhance competitiveness

7 Asset Tracking and Monitoring Asset Tracking and Monitoring Inquires About Delivery Status Calls Driver Regarding Status Driver updates status of deliveries via wireless Data capture Driver Takes Call? Driver monitors items and keeps records Driver Returns Call After a Delivery Driver Updates er er Updates via Phone Driver Monitors Items and Keeps Record Driver Updates Status of Delivery in Database Inquires About Delivery Status er accesses database er provides status to customer in real time can receive alerts about changes can access web portal to get status Database Receives Detailed SLA Report er Runs SLA Report Improve responsiveness to customer requests Improve accuracy of product status Reduce calls to and from dispatch Reduce number of trips to office Meet customer s SLAs requirements; enhance competitiveness

8 Work Force Work Force Order Comes In Order Comes In Is This an Emergency? Adds Task to Work Queue er Identifies Who to Assign Is This an Emergency? er assigns work based on work status receives new assignment on device Drives to Office the Beginning of Next Day er Assigns Work Via Phone to Field Create Work Order, Review, Update Receives Prioritized Tasks Writes Down Assignment on Paper Create Work Order, Review, Update Reduce dispatcher to technician ratio; reduce vehicle travel and maintenance Improve technician responsiveness to customer requests Reduce transcription errors Faster emergency response time based on location of nearest technician (meeting SLAs) Reduce amount of time spent in office Increase number of customer visits per day Less down time; less time waiting on phone to receive next work order Increase on-time arrival rate

9 Work Force Work Force Order Comes In Order Comes In Is This an Emergency? Adds Task to Work Queue er Identifies Who to Assign Is This an Emergency? er assigns work based on work status receives new assignment on device Drives to Office the Beginning of Next Day er Assigns Work Via Phone to Field Create Work Order, Review, Update Receives Prioritized Tasks Writes Down Assignment on Paper Create Work Order, Review, Update Reduce dispatcher to technician ratio; reduce vehicle travel and maintenance Improve technician responsiveness to customer requests Reduce transcription errors Faster emergency response time based on location of nearest technician (meeting SLAs) Reduce amount of time spent in office Increase number of customer visits per day Less down time; less time waiting on phone to receive next work order Increase on-time arrival rate

10 Data Capture Data Capture Agent Arrives at Site Agent Arrives at Site Agent enters all order information into mobile device Agent submits for Processing Agent Makes Imprint of Credit Card Paper Slip Agent Enters Order Information Into Paper Form Agent Takes Pictures Related to Order Agent Records Comments Related to Order Agent Captures Other Information Agent Returns to Office Agent Manually Combines Order Information Agent Drives Home Agent Submits for Processing Reduced paperwork All data immediately entered into database Reduced processing time; greater customer satisfaction

11 Data Capture Data Capture Agent Arrives at Site Agent Arrives at Site Agent enters all order information into mobile device Agent submits for Processing Agent Makes Imprint of Credit Card Paper Slip Agent Enters Order Information Into Paper Form Agent Takes Pictures Related to Order Agent Records Comments Related to Order Agent Captures Other Information Agent Returns to Office Agent Manually Combines Order Information Agent Drives Home Agent Submits for Processing Reduced paperwork All data immediately entered into database Reduced processing time; greater customer satisfaction

12 Alerting and Response Alerting and Response Event Occurs Event Occurs and Alert Is Triggered User receives alert via wireless device and takes action Call Center Involved? System Sends Communications and Waits for User Call Center tified of Event User Receives tification and Takes Action Call Center Contacts via Page / / Phone Call Center Looks Up Who to tify Confirmation Required by User? User Confirms via Page / / Phone End User Confirms via Page / / Phone Improved response time to customer Reduction in staff required

13 Alerting and Response Alerting and Response Event Occurs Event Occurs and Alert Is Triggered User receives alert via wireless device and takes action Call Center Involved? System Sends Communications and Waits for User Call Center tified of Event User Receives tification and Takes Action Call Center Contacts via Page / / Phone Call Center Looks Up Who to tify Confirmation Required by User? User Confirms via Page / / Phone End User Confirms via Page / / Phone Improved response time to customer Reduction in staff required

14 Mobile Inventory Mobile Inventory Field Loads Supplies Goes On-Site to Respond to Issue Is Missing Part for Job Loads Scanned-in Supplies Looks for Closest Available Part Is Missing Part Nearby? Goes On-site to Respond to Issue Goes to Pick Up Missing Part Issue Is Deferred/ Reassigned Until Next Day Is Missing Part for Job Looks up location of part Returns to Site to Complete Assignment Returns to Headquarters Picks Up Missing Part Updates Inventory Status at the End of the Day Returns to the Site and Completes Assignment Agent completes assignment Inventory database Database Reduce inventory waste sell or use before item expires Improved inventory accuracy results in fewer trips (inventory updated in real time) Fewer administrative tasks improves work responsibilities

15 Mobile Inventory Mobile Inventory Field Loads Supplies Goes On-Site to Respond to Issue Is Missing Part for Job Loads Scanned-in Supplies Looks for Closest Available Part Is Missing Part Nearby? Goes On-site to Respond to Issue Goes to Pick Up Missing Part Issue Is Deferred/ Reassigned Until Next Day Is Missing Part for Job Looks up location of part Returns to Site to Complete Assignment Returns to Headquarters Picks Up Missing Part Updates Inventory Status at the End of the Day Returns to the Site and Completes Assignment Agent completes assignment Inventory database Database Reduce inventory waste sell or use before item expires Improved inventory accuracy results in fewer trips (inventory updated in real time) Fewer administrative tasks improves work responsibilities

16 Manufacturing: Food and Beverage Sales Manufacturing: Food and Beverage Pre-Sales Rep (PSR) Drives to Account PSR Studies Facings, Restocks Shelves, Merchandises Products PSR Drives to Account PSR reviews customer history and receives selling tips Estimates order volume PSR Studies Facings, Restocks Shelves, Merchandises Products PSR Reviews Routebook and Estimates Order Volume PSR Sells Product Line to Store Manager PSR Records Order and In-Store Inventory PSR Drives to Next Account Last Account of the Day? PSR Sells Product Line to Store Manager PSR records order and in-store inventory Wirelessly uploads to back-end systems PSR Drives Back to the Office PSR Faxes Orders to the Fulfillment Center PSR Drives Home PSR Drives Home Improve Supply Chain Management: Reduce stock outs, inventory holding costs, spoilage, and missed visits. Increase Pre-Sales Rep Efficiency: Increase number and length of time of accounts visited per day, and increase sales volume Inside Sales Reps Key Orders Into Order and Routing System Increase Operational Efficiency: Improve cross-organization management decision-making with more timely order & inventory data. Reduce required capital investments in distribution center and manufacturing facilities. Reduce administrative overhead required for manual data input and correction.

17 Manufacturing: Food and Beverage Sales Manufacturing: Food and Beverage Pre-Sales Rep (PSR) Drives to Account PSR Studies Facings, Restocks Shelves, Merchandises Products PSR Drives to Account PSR reviews customer history and receives selling tips Estimates order volume PSR Studies Facings, Restocks Shelves, Merchandises Products PSR Reviews Routebook and Estimates Order Volume PSR Sells Product Line to Store Manager PSR Records Order and In-Store Inventory PSR Drives to Next Account Last Account of the Day? PSR Sells Product Line to Store Manager PSR records order and in-store inventory Wirelessly uploads to back-end systems PSR Drives Back to the Office PSR Faxes Orders to the Fulfillment Center PSR Drives Home PSR Drives Home Improve Supply Chain Management: Reduce stock outs, inventory holding costs, spoilage, and missed visits. Increase Pre-Sales Rep Efficiency: Increase number and length of time of accounts visited per day, and increase sales volume Inside Sales Reps Key Orders Into Order and Routing System Increase Operational Efficiency: Improve cross-organization management decision-making with more timely order & inventory data. Reduce required capital investments in distribution center and manufacturing facilities. Reduce administrative overhead required for manual data input and correction.

18 Distribution: Food and Beverage Distribution: Food and Beverage Distribution Center Receives Orders, Picks Products, and Loads Trucks Delivery Driver (DD) Drives to Distribution Center, Picks Up Truck, List and Orders Distribution Center Loads Trucks Distribution Center receives orders from Order and Routing System, picks products Delivery Driver downloads customer list and orders DD Drives to Account DD Unloads Products, Loads Returns and Creates Receipt of Order Form DD Drives to Distribution Center Final Account of the Day? DD Drives to Account Confirms delivery Delivery Driver uploads route information DD May Sell Remaining Inventory at Discount Prices to Final Accounts DD Drives to Distribution Center, Drops Off Route Information Distribution Center Manually Inputs Route Information to Back-End Systems Management analyzes order and inventory information and uses it to make operational decisions Management Analyzes Order and Inventory Information to Help Make Operational Decisions DD Drives Back to Distribution Center

19 Distribution: Food and Beverage Distribution: Food and Beverage Distribution Center Receives Orders, Picks Products, and Loads Trucks Delivery Driver (DD) Drives to Distribution Center, Picks Up Truck, List and Orders Distribution Center Loads Trucks Distribution Center receives orders from Order and Routing System, picks products Delivery Driver downloads customer list and orders DD Drives to Account DD Unloads Products, Loads Returns and Creates Receipt of Order Form DD Drives to Distribution Center Final Account of the Day? DD Drives to Account Confirms delivery Delivery Driver uploads route information DD May Sell Remaining Inventory at Discount Prices to Final Accounts DD Drives to Distribution Center, Drops Off Route Information Distribution Center Manually Inputs Route Information to Back-End Systems Management analyzes order and inventory information and uses it to make operational decisions Management Analyzes Order and Inventory Information to Help Make Operational Decisions DD Drives Back to Distribution Center

20 Telecom: Field Service Management Process Flow Telecom: Field Service Management Process Flow Repair (RT) Drives to Maintenance Center and Picks Up Daily Job List RT Plans Sequencing and Maps Routes Using Paper Maps Home? RT Drives to Premise RT Drives to Premise Repair (RT) downloads first job and optimal routing RT Records Missed Visit, Adds to Next Day s Load, Drives to Next Job RT Calls Tech Support for Any Additional Job Details, As Needed RT Runs a Mechanized Loop Test (MLT) and Other Diagnostics to Identify the Problem If customer is not home, RT recieves an alert en route, and is routed to the next job Home? RT Calls Tech Support to Receive an Available Facility (e.g. Cable Pair & Other Repair Info) RT Fixes Service (May or May t Test) May Request Additional Service RT Completes Additional Requested Work and Invoices RT Runs a Mechanized Loop Test (MLT) and Other Diagnostics to Identify Problems RT obtains available facility (e.g., cable pair) & repair info by accessing back-end systems RT Selects Next Job From Job List RT Drives to Maintenance Center, Paperwork and Invoices are Manually Input to Back-End Systems RT Closes Job Calls RT for Status Update RT Drives Home Last Job of the Day? If customer requests additional service, RT completes work and inputs job details, automatically initiating billing RT closes job, inputs job details and uploads to back-end systems RT wirelessly dispatched to next job based on job priority and geographic proximity unless it is the last job of the day RT Fixes Problem and Tests Service RT Drives Home Increase Repair (RT) Efficiency: Decrease driving time and calling & Technical Support, thereby increasing the number of jobs per day that RT can complete and reducing mileage costs. Reduce Time to Repair: Reduce truck re-roll frequency. Increase SLA compliance. Reduce regulatory fines. Increase Operational Efficiency: Expedite the billing cycle. Reduce administrative overhead and number of dispatchers required. Reduce call volume to Technical Support and

21 Telecom: Field Service Management Process Flow Telecom: Field Service Management Process Flow Repair (RT) Drives to Maintenance Center and Picks Up Daily Job List RT Plans Sequencing and Maps Routes Using Paper Maps Home? RT Drives to Premise RT Drives to Premise Repair (RT) downloads first job and optimal routing RT Records Missed Visit, Adds to Next Day s Load, Drives to Next Job RT Calls Tech Support for Any Additional Job Details, As Needed RT Runs a Mechanized Loop Test (MLT) and Other Diagnostics to Identify the Problem If customer is not home, RT recieves an alert en route, and is routed to the next job Home? RT Calls Tech Support to Receive an Available Facility (e.g. Cable Pair & Other Repair Info) RT Fixes Service (May or May t Test) May Request Additional Service RT Completes Additional Requested Work and Invoices RT Runs a Mechanized Loop Test (MLT) and Other Diagnostics to Identify Problems RT obtains available facility (e.g., cable pair) & repair info by accessing back-end systems RT Selects Next Job From Job List RT Drives to Maintenance Center, Paperwork and Invoices are Manually Input to Back-End Systems RT Closes Job Calls RT for Status Update RT Drives Home Last Job of the Day? If customer requests additional service, RT completes work and inputs job details, automatically initiating billing RT closes job, inputs job details and uploads to back-end systems RT wirelessly dispatched to next job based on job priority and geographic proximity unless it is the last job of the day RT Fixes Problem and Tests Service RT Drives Home Increase Repair (RT) Efficiency: Decrease driving time and calling & Technical Support, thereby increasing the number of jobs per day that RT can complete and reducing mileage costs. Reduce Time to Repair: Reduce truck re-roll frequency. Increase SLA compliance. Reduce regulatory fines. Increase Operational Efficiency: Expedite the billing cycle. Reduce administrative overhead and number of dispatchers required. Reduce call volume to Technical Support and

22 Healthcare: CPOE Process Flow Healthcare: CPOE Process Flow Physician Phones Memorial Hospital to Check Patients Status Physician Consults with Patients, Writes Prescriptions and Orders Tests Physician then Phones General Hospital to Check Patients Status Last Consult of Day? Physician Drives to Private Office for Patient Consults Physician Drives to Private Office for Patient Consults Specialist Physician connects to the EMR systems of Memorial and General Hospitals to check patient status Physician Drives to Memorial Hospital to Make Patient Rounds Physician Consults with Patients at Memorial Hospital Physician Writes Prescription for Patient Mrs. Jones Physician writes prescriptions and orders tests Physician Consults with Patients Nurse s Aide Submits Prescription to Institutional Pharmacy Physician Fills Out Form to Order Lab Tests for Mrs. Jones Last Consult of Day? Nurse s Aide Submits Lab Test Request Physician Drives to Memorial Hospital and Makes Patient Rounds Physician writes prescription using for patient: Mrs. Jones Physician orders lab tests for Mrs. Jones Physician Drives to General Hospital and Makes Patient Rounds Physician Completes Rounds at General Hospital, Writes Prescriptions Memorial Faxes All Daily Test Results to Private Office Physician Receives Call from Memorial Hospital Regarding Mrs. Jones Prescription Physician Leaves General, Calls Lab at Memorial Regarding Lab Test Results Physician Drives to Private Office Physician Calls Memorial Hospital to Obtain Medical Records, Orders New Prescription Results Ready? Physician Drives Home Physician finishes rounds at General, writing prescriptions and ordering lab tests when required Pharmacist at Memorial calls physician; Mrs. Jones prescription has potential adverse reaction; Physician resolves problem real-time, reviewing EMR Physician leaves General and while on the road receives an with day s test results Physician reviews test results at his/her convenience Physician Drives to General Hospital and Makes Patient Rounds Physician Drives Home Health System: Electronic submission reduces number of administrative FTEs required and potential for fraud. Physician: Reduces the amount of time physicians spent dealing with admin staff since they can access patient EMRs remotely and submit orders (prescriptions, tests, etc.) electronically. Insurance Company: Physicians can lower drug costs (for pharmacies, consumers, and insurance providers) by knowing at the point of prescription if lower-cost drug alternatives are available (generics or A/B substitutes).

23 Healthcare: CPOE Process Flow Healthcare: CPOE Process Flow Physician Phones Memorial Hospital to Check Patients Status Physician Consults with Patients, Writes Prescriptions and Orders Tests Physician then Phones General Hospital to Check Patients Status Last Consult of Day? Physician Drives to Private Office for Patient Consults Physician Drives to Private Office for Patient Consults Specialist Physician connects to the EMR systems of Memorial and General Hospitals to check patient status Physician Drives to Memorial Hospital to Make Patient Rounds Physician Consults with Patients at Memorial Hospital Physician Writes Prescription for Patient Mrs. Jones Physician writes prescriptions and orders tests Physician Consults with Patients Nurse s Aide Submits Prescription to Institutional Pharmacy Physician Fills Out Form to Order Lab Tests for Mrs. Jones Last Consult of Day? Nurse s Aide Submits Lab Test Request Physician Drives to Memorial Hospital and Makes Patient Rounds Physician writes prescription using for patient: Mrs. Jones Physician orders lab tests for Mrs. Jones Physician Drives to General Hospital and Makes Patient Rounds Physician Completes Rounds at General Hospital, Writes Prescriptions Memorial Faxes All Daily Test Results to Private Office Physician Receives Call from Memorial Hospital Regarding Mrs. Jones Prescription Physician Leaves General, Calls Lab at Memorial Regarding Lab Test Results Physician Drives to Private Office Physician Calls Memorial Hospital to Obtain Medical Records, Orders New Prescription Results Ready? Physician Drives Home Physician finishes rounds at General, writing prescriptions and ordering lab tests when required Pharmacist at Memorial calls physician; Mrs. Jones prescription has potential adverse reaction; Physician resolves problem real-time, reviewing EMR Physician leaves General and while on the road receives an with day s test results Physician reviews test results at his/her convenience Physician Drives to General Hospital and Makes Patient Rounds Physician Drives Home Health System: Electronic submission reduces number of administrative FTEs required and potential for fraud. Physician: Reduces the amount of time physicians spent dealing with admin staff since they can access patient EMRs remotely and submit orders (prescriptions, tests, etc.) electronically. Insurance Company: Physicians can lower drug costs (for pharmacies, consumers, and insurance providers) by knowing at the point of prescription if lower-cost drug alternatives are available (generics or A/B substitutes).

24 Insurance: Claims Management Process Flow Insurance: Claims Management Process Flow Adjustor Drives to Branch Office Adjustor Receives Daily Case Load Adjustor Plans Sequencing and Maps Route Adjustor Inspects Damage and Collects Information Adjustor Drives to Claim Site Last Case of the Day? Adjustor Drives to Branch Office Adjustor Drives to Claim Site Adjustor receives cases & route plan Adjustor inspects damage and collects information using electronic template Adjustor develops estimates using estimating software and sends claim data to claims management system Adjustor is dynamically routed to next case Adjustor Packages and Mails Claim File to Claim Handler Adjustor Develops and Prints Estimates Claim Handler Inputs Claim Info into System Claim Handler Evaluates Claim Claim Handler Evaluates Electronic Claim File If required, claim handler calls adjustor for more info If required, adjustor adds follow-up request to case load Claim handler determines recommended settlement amount & authorizes repair If Required, Claim Handler Calls Adjustor for More Info Claim Handler Issues Check and Closes Claim If Required, Adjustor Adds Follow-Up Request to Case Load Claim Handler Determines Recommended Settlement Amount and Authorizes Repair Claim Handler Issues Check and Closes Claim Adjustor Efficiency Increase: Adjustor has decreased drive time, increased case handling, and reducesd outsourced claims costs. Adjustor job satisfaction increased (less windshield time ). Claim Cycle Time Reduction: Reduced claim cycle time lowers call center costs caused with less policyholder s calls to check claim status. Loss Adjustment Expense Reduction: Automated wireless dispatching enables a carrier to reduce its dispatcher force. Automated claim submission reduces the number of administrative FTEs required to input data and fix errors.

25 Insurance: Claims Management Process Flow Insurance: Claims Management Process Flow Adjustor Drives to Branch Office Adjustor Receives Daily Case Load Adjustor Plans Sequencing and Maps Route Adjustor Inspects Damage and Collects Information Adjustor Drives to Claim Site Last Case of the Day? Adjustor Drives to Branch Office Adjustor Drives to Claim Site Adjustor receives cases & route plan Adjustor inspects damage and collects information using electronic template Adjustor develops estimates using estimating software and sends claim data to claims management system Adjustor is dynamically routed to next case Adjustor Packages and Mails Claim File to Claim Handler Adjustor Develops and Prints Estimates Claim Handler Inputs Claim Info into System Claim Handler Evaluates Claim Claim Handler Evaluates Electronic Claim File If required, claim handler calls adjustor for more info If required, adjustor adds follow-up request to case load Claim handler determines recommended settlement amount & authorizes repair If Required, Claim Handler Calls Adjustor for More Info Claim Handler Issues Check and Closes Claim If Required, Adjustor Adds Follow-Up Request to Case Load Claim Handler Determines Recommended Settlement Amount and Authorizes Repair Claim Handler Issues Check and Closes Claim Adjustor Efficiency Increase: Adjustor has decreased drive time, increased case handling, and reducesd outsourced claims costs. Adjustor job satisfaction increased (less windshield time ). Claim Cycle Time Reduction: Reduced claim cycle time lowers call center costs caused with less policyholder s calls to check claim status. Loss Adjustment Expense Reduction: Automated wireless dispatching enables a carrier to reduce its dispatcher force. Automated claim submission reduces the number of administrative FTEs required to input data and fix errors.

26 Industrial Products: High Tech Process Flow Industrial Products: High Tech Process Flow FT Calls ; Provides Work Order Details FT Manually Checks Parts Inventory, If Necessary, Calls Parts Depot Or Workgroup FT Calls For Additional Work Order Info er Pages Field (FT) FT Calls and Asks FAQs If Necessary, FT Meets Colleague or Visits Depot to Obtain Parts FT Analyzes and Diagnoses Problem, FT Schedules Appointment and Decides on Parts Required FT Determines Route and Drives to Site FT Calls if Uncertain About Service Contract Message includes work order information When possible, FT diagnoses the problem. Calls customer and troubleshoots If he can t solve the problem, FT schedules an appointment and enters the problem, which identifies required parts ing System Sends Message to FT FT May Meet Colleague or Visit Depot to Obtain Parts FT checks own workgroup and parts depot inventory for required parts FT uses GPS mapping application on mobile device that provides least-cost route FT reviews work order details Knows How to Fix it? FT Calls Technical Support Calls FT to Check Status FT Returns to Parts Depot and Drops Off Work Order Paperwork FT Fixes Problem With or Without Following Standard Repair Procedures Last Work Order? FT Drives Home FT Completes Paperwork to Close Work Order Employee Manually Keys Data Into System and Processes Paperwork If FT doesn t know how to fix the problem, FT accesses equipment maintenance history and repair documentation Workflow software guides FT to use standard repair procedures while making repair FT closes work order, which wirelessly uploads to the firm s back-end system and notifies that FT is available FT Fixes the Problem FT Drives Home Increase Field Efficiency: Reduce the amount of time spent in the office and increase the number of customer visits per day. Reduce Time to Repair: Provide faster response and increase SLA compliance. Increase frequency of first time fixes. Increase Operational Efficiency: Improve parts inventory tracking and reduce inventory costs. Reduce FTE requirements for ers and administrative staff. Reduce call volume to Technical Support and. Expedite billing cycle.

27 Industrial Products: High Tech Process Flow Industrial Products: High Tech Process Flow FT Calls ; Provides Work Order Details FT Manually Checks Parts Inventory, If Necessary, Calls Parts Depot Or Workgroup FT Calls For Additional Work Order Info er Pages Field (FT) FT Calls and Asks FAQs If Necessary, FT Meets Colleague or Visits Depot to Obtain Parts FT Analyzes and Diagnoses Problem, FT Schedules Appointment and Decides on Parts Required FT Determines Route and Drives to Site FT Calls if Uncertain About Service Contract Message includes work order information When possible, FT diagnoses the problem. Calls customer and troubleshoots If he can t solve the problem, FT schedules an appointment and enters the problem, which identifies required parts ing System Sends Message to FT FT May Meet Colleague or Visit Depot to Obtain Parts FT checks own workgroup and parts depot inventory for required parts FT uses GPS mapping application on mobile device that provides least-cost route FT reviews work order details Knows How to Fix it? FT Calls Technical Support Calls FT to Check Status FT Returns to Parts Depot and Drops Off Work Order Paperwork FT Fixes Problem With or Without Following Standard Repair Procedures Last Work Order? FT Drives Home FT Completes Paperwork to Close Work Order Employee Manually Keys Data Into System and Processes Paperwork If FT doesn t know how to fix the problem, FT accesses equipment maintenance history and repair documentation Workflow software guides FT to use standard repair procedures while making repair FT closes work order, which wirelessly uploads to the firm s back-end system and notifies that FT is available FT Fixes the Problem FT Drives Home Increase Field Efficiency: Reduce the amount of time spent in the office and increase the number of customer visits per day. Reduce Time to Repair: Provide faster response and increase SLA compliance. Increase frequency of first time fixes. Increase Operational Efficiency: Improve parts inventory tracking and reduce inventory costs. Reduce FTE requirements for ers and administrative staff. Reduce call volume to Technical Support and. Expedite billing cycle.

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