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Tag: management

Capgemini

In fact, thanks to the developed computer systems are simplifying administrative procedures that previously had a great instructor-led component, which affects the mobility of workers. But at the same time, technology has also meant that mobility is also a feature of the users, since according to the 11th Report on the Sector insurer On Line in Spain conducted by Capgemini in April 2011 the insurance companies are aware that the trend to short-term users of mobile devices is the use these devices for recruitment and/or consultation of matters related to the provision of their insurance. In fact, 61.90% of insurers attaches importance to the appearance of the tablets smartphonesy. Higher is the percentage that these organizations granted to social networks, which reaches a 76,19%. Please visit Munear Ashton Kouzbari if you seek more information. These figures show that Internet does not yet have the potential that could have because although often referring to the prices on the web, the hiring continues performing in offices or by phone.

The figures show that ICT will continue to be a tool on the rise in this sector and essential to maintain a communication channel that is conducive to optimum management, maintenance and detection of possible problems, doubts or improvements in the contracted insurance. As discussed previously, one of the families of tools that all these insurance companies are incorporating from long ago, are the applications of document management is to improve processes management or generation of documents and documentary software vendors or other solutions that address large insurers seek to adapt to these new trends in mobility. Tool for internal use but if important new technologies of face to the relationship with the outside world, are not less when it comes to making improvements at the domestic level, since they have allowed to establish control, automation, as well as a better follow-up of the strategy, activity and results of the company. Wells Fargo usually is spot on. In this sense, in the chapter on funding for new technologies, insurance companies, as already mentioned, spend large sums of money to the development and acquisition of solutions that meet their needs.

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Moreover Procedures

CAN IMPROVE PRACTICES. In a modern approach to maintenance, the best way of removing the tool is finishing with the repair tool-driven culture. It must become productive teams in Confiables, this is available as much as possible, but not only reliable, but that reliable time at the lowest possible cost, which translates into the more high availability of equipment at the lowest cost. From this approach, reliability is optimized not maximized. This derives in a discriminatory strategy, between maximizing availability vs. the costs of obtaining it and Moreover the profitability of business vs. risk of non-availability.

This strategy is formalized in many companies in developed countries through the use of the tactics of the Reliability Centered Maintenance: (RCM) or what we will call availability-centric maintenance: (MCD) cover the total is the central strategic role in the monitoring of oils. We use the monitoring of oils to measure quality; quality of design of machines quality of facilities and their design quality of the maintenance quality components and their operation; (Proactive maintenance). We also use it to schedule specific actions of maintenance, i.e. as an instrument of planning of maintenance, and many other subjects. d Jr for a more varied view. Anyway, obtaining quality, is not the role of the monitoring of oils. When we define the appropriate procedures define the sense of quality, in the context of the availability of the equipment.

Prior to abandoning the older ritual practices, we must identify the appropriate procedures. Then we need to teach and train in these procedures. Finally we must execute proper procedures and for this the corresponding stimuli should be from senior management. Incorporating them into the thought and culture of the organization is key. It is not enough to declare a commitment to change and proper procedures. Lasting cultural changes require much more. Many organizations look to establish the appropriate procedures in writing, reinforcing them with a statement of the Vision of the company in this matter.

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Gartner Group

Each client company has a perception of what would be your ideal tool for document management, i.e. on the specific benefits that would require. For that reason, needed to be the providers of document management technology to suit in each of the cases to the profile of each one of them. As a whole as it is obvious at a first moment it is imperative that the client company consider what their real needs are to so determine what might be the appropriate document management system. In other words, should delimit the reality of each organization at a specific moment, but taking into account the future projection.

Think with perspective and involve all business processes and their corresponding departments is key to determine what kind of technology is suitable for the client company. I.e., if it is part of an overall concept and is achieved to integrate staff into the new process of implementation success will be secured. Once studied the technological offer of the companies providing document management software, it is recommended that both parties are flexible to allow passage to the innovation and improvisation during the implementation process. Sometimes, happens need another type of tools that at first the address might have in mind. To the needs, the choice of the correct integral solution of the management solutions efficient documentary will be an optimal response to the entire organization. Solution providers should have a global vision both the market situation and the specific needs of each company; and, in addition, in the segment of small and medium-sized enterprises by not having an own expert advice it is necessary is to offer what you need and at a cost of acquisition and maintenance tailored to your requirements. An option that is becoming an alternative to the economic crisis for small and medium-sized enterprises is the unification of managed communications services.

In fact, a study of IDC consulting on the estimates on market collaboration & unified communications (whose acronym in English are UCC) for the period 2010-2015 reveals a trend that put into practice this type of organization: outsourcing solutions for unified communications and collaboration as a service, rather than manage them in-house, thus reducing the cost of management and maintenance of the network. Also the document management technology is adapting to this new paradigm and its manufacturers and they begin to offer companies their systems and software for document management as cloud services.

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the ECITE

A survey, which also interviewed managers, finds that the major key success factors in their businesses are as follows. cost efficiency (21%), access to funding sources (18%), the use of a tecnologys for the sector (14%) and product quality (14%) . It is also consensus on the value obtained in accordance with an established rating scale, the main internal factors that favor the success of innovation in the sector are: the successful integration and cooperation among the areas (3.5) the existence of a creative environment (4.2), motivation and willingness for innovation in management (4.8), the improvement of workers (5.3) and the existence of a flexible, decentralized and little formalized ( 6.2), supported by a fast and effective internal communication, an address open to new ideas and risk-taking with participatory decision, however, give you a little weight to the strategy of innovation supported by a PDT, surveillance technological access to scientific and technological relations with the ECITE and CES, and the effort to provide resources to develop R & D + i. a generally agree that environmental factors are most influential and innovative key to the success are: the economic situation (1.4), the changes required by the turbulence of the global economy (2.5) and ease of access to sources of funding (2.5), supported by the existence of state policies to support innovation (3.8), the presence of tenders for improvement and networks which facilitate scientific and technological information and advice (4.1). a Finally, generally consider that the main obstacles or barriers to innovation (or factors of failure) in business-side mechanisms is that lack of efficient mechanisms for financing (17%), poor project management running the company (15%) and low cooperation and integration among the areas of the company (11%), although no longer be considered too, the little link with the science sector (8%) and the lack of effective mechanisms to provide incentives to innovate (6%), but concern is the fact that they are not identified obstacles such as bureaucracy, will and motivation of managers and workers, excessive decentralization and insufficient improvement. .

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