CSE Service escalation 10-2011
•
0 likes•95 views
This document outlines CSE's service call and product escalation process. It details the steps taken when a call cannot be resolved within certain timeframes, including escalating to more specialized resources within the company. If a problem is still not fixed after on-site support from a specialist and regional service engineer, collaborative communications between all involved parties will determine next steps. The overall goal is to work with customers to resolve issues and maintain a high level of satisfaction.
Report
Share
Report
Share
Download to read offline
Recommended
Final daimler (1)
The document summarizes insights from a visit to a Daimler truck service center. It identifies pain points for technicians including lengthy diagnostic times, parts shortages, and delays waiting for customer approval. It then proposes solutions like a voice-activated diagnostic tool that uses past data to reduce diagnostic steps and predict needed parts. This would streamline the process, saving technicians time and allowing faster customer approvals. An implementation timeline and financial projections are presented, estimating customer cost savings from reduced downtimes and additional revenue for Daimler from improved process efficiency.
Rapid Business Transformation June 2014
Talk given at Gartner PPM forum in London on success trends from firms delivering rapid major business change. Talk delivered by Ky Nichol
Simple but usefull unit tests
The document discusses unit testing techniques used by a senior developer to solve an operational issue in a company's core ordering system. The developer created tests for every change made to ensure the system worked as intended. Tests were made by making the code more modular, patching functions to return specific values, and separating processing code from message handling code. Creating tests for each bug found helped prevent reoccurrences and allowed 99% of the code to be tested.
Atagg2015 Fixed cost projects_and_agile
The document discusses how fixed cost projects can be managed using Agile principles. It proposes disconnecting project scope from size by estimating stories in points and committing to complete a certain number of points within a timeframe. This allows for changes without affecting cost as long as the committed points are delivered on schedule. Success relies on fully understanding stories and acceptance criteria, treating all work as managed through the backlog, and maintaining high team productivity and trusted communication with customers.
An overview of the process for handling enterprise client tickets
What steps should Client Support Analysts or Support Engineers should take when handling critical priority tickets? Here is a proposed framework on what to do?
Neotys PAC - Stephen Townshend
Neotys organized its first Performance Advisory Council in Scotland, the 14th & 15th of November.
With 15 Load Testing experts from several countries (UK, France, New-Zeland, Germany, USA, Australia, India…) we explored several theme around Load Testing such as DevOps, Shift Right, AI etc.
By discussing around their experience, the methods they used, their data analysis and their interpretation, we created a lot of high-value added content that you can use to discover what will be the future of Load Testing.
You want to know more about this event ? https://www.neotys.com/performance-advisory-council
Dominic Maes - Testing "slow flows" Fast, Automated End-2-End Testing using i...
EuroSTAR Software Testing Conference 2010 presentation on Testing "slow flows" Fast, Automated End-2-End Testing using interrupts by Dominic Maes. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Seven Key Metrics to Improve Agile Performance
It’s been said: If you can’t measure it, you can’t improve it. For most agile teams burndown charts and some type of velocity measurement are all they are doing. However, with just a few more metrics, you can gain substantial insight into how teams are performing and identify improvement opportunities. Andrew Graves explores seven key metrics―Effort by Class of Service, Accuracy of Estimation, Cost per Point, and four others―to measure how your team is doing and make adjustments in real time. Andrew illustrates how to use these metrics to communicate progress to stakeholders. Discover how to use these metrics to identify and analyze trends that lead to performance improvement ideas and strategies. Learn how to use these seven metrics to monitor the impact of changes made to verify they are bringing the hoped-for difference.
Recommended
Final daimler (1)
The document summarizes insights from a visit to a Daimler truck service center. It identifies pain points for technicians including lengthy diagnostic times, parts shortages, and delays waiting for customer approval. It then proposes solutions like a voice-activated diagnostic tool that uses past data to reduce diagnostic steps and predict needed parts. This would streamline the process, saving technicians time and allowing faster customer approvals. An implementation timeline and financial projections are presented, estimating customer cost savings from reduced downtimes and additional revenue for Daimler from improved process efficiency.
Rapid Business Transformation June 2014
Talk given at Gartner PPM forum in London on success trends from firms delivering rapid major business change. Talk delivered by Ky Nichol
Simple but usefull unit tests
The document discusses unit testing techniques used by a senior developer to solve an operational issue in a company's core ordering system. The developer created tests for every change made to ensure the system worked as intended. Tests were made by making the code more modular, patching functions to return specific values, and separating processing code from message handling code. Creating tests for each bug found helped prevent reoccurrences and allowed 99% of the code to be tested.
Atagg2015 Fixed cost projects_and_agile
The document discusses how fixed cost projects can be managed using Agile principles. It proposes disconnecting project scope from size by estimating stories in points and committing to complete a certain number of points within a timeframe. This allows for changes without affecting cost as long as the committed points are delivered on schedule. Success relies on fully understanding stories and acceptance criteria, treating all work as managed through the backlog, and maintaining high team productivity and trusted communication with customers.
An overview of the process for handling enterprise client tickets
What steps should Client Support Analysts or Support Engineers should take when handling critical priority tickets? Here is a proposed framework on what to do?
Neotys PAC - Stephen Townshend
Neotys organized its first Performance Advisory Council in Scotland, the 14th & 15th of November.
With 15 Load Testing experts from several countries (UK, France, New-Zeland, Germany, USA, Australia, India…) we explored several theme around Load Testing such as DevOps, Shift Right, AI etc.
By discussing around their experience, the methods they used, their data analysis and their interpretation, we created a lot of high-value added content that you can use to discover what will be the future of Load Testing.
You want to know more about this event ? https://www.neotys.com/performance-advisory-council
Dominic Maes - Testing "slow flows" Fast, Automated End-2-End Testing using i...
EuroSTAR Software Testing Conference 2010 presentation on Testing "slow flows" Fast, Automated End-2-End Testing using interrupts by Dominic Maes. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Seven Key Metrics to Improve Agile Performance
It’s been said: If you can’t measure it, you can’t improve it. For most agile teams burndown charts and some type of velocity measurement are all they are doing. However, with just a few more metrics, you can gain substantial insight into how teams are performing and identify improvement opportunities. Andrew Graves explores seven key metrics―Effort by Class of Service, Accuracy of Estimation, Cost per Point, and four others―to measure how your team is doing and make adjustments in real time. Andrew illustrates how to use these metrics to communicate progress to stakeholders. Discover how to use these metrics to identify and analyze trends that lead to performance improvement ideas and strategies. Learn how to use these seven metrics to monitor the impact of changes made to verify they are bringing the hoped-for difference.
Equipamentos compatíveis
Equipamentos Compatíveis
Sovis Sistemas
- Sistema para automação da força de vendas -
Departamento técnico
Kaiomy – Aegis 1183
Touch Screen – Sim
Sistema Operacional – Windows Mobile 6.1
Memória interna – 128MB
Memória externa – Micro SD 16G maximo
Processador – 460 Mhz
Tela – 2.8" TFT
Comunicação – GPRS, EDGE
Banda – GSM 850/900/1800/1900
Câmera – 2 Megapixels
Bateria – 6 horas conversa, 180hrs standby
Conectividade – Bluetooth, USB, WiFi 802.11 B/G
Peso – ***
Operadoras – Todas operadoras
Motorola – A3100
Touch Screen – Sim
Sistema Operacional – Windows Mobile 6.1
Memória interna – 256MB flash e 128MB DDR SDRAM
Memória externa – Sim
Processador – 528 Mhz Qualcomm
Tela – TFT 240 x 320
Comunicação – GPRS classe 10, EDGE
Banda – GSM 850 / 900 / 1800 / 1900 - HSDPA 850 / 1900 / 2100
Câmera – 3 Megapixels
Bateria – 6 horas conversa, 298hrs standby
Conectividade – Bluetooth, USB, 3G, WiFi, GPS
Peso – 119 gramas
Operadoras – ***
Samsung – SGH i710
Touch Screen – Sim
Sistema Operacional – Windows Mobile 5.1
Memória interna – 70 Mb
Memória externa – Sim
Processador – Intel XScale 416 Mhz
Tela – TFT 320 x 240
Comunicação – GPRS classe 10, EDGE
Banda – 850;900;1800;1900
Câmera – 2 Megapixels
Bateria – 3 horas conversa, 110hrs standby
Conectividade – Bluetooth, USB, Wap, WiFi, GPS
Peso – 110 gramas
Operadoras –
PalmOne – Tungsten E2
Touch Screen – Sim
Sistema Operacional – PalmOS 5.4
Memória interna – 32 Mb
Memória externa – Sim, SD
Processador – Intel 200 Mhz
Tela – TFT 320 x 320
Comunicação – Não disponível
Banda – Não disponível
Câmera – Não disponível
Bateria – 3 horas conversa, 110hrs standby
Conectividade – Bluetooth, USB, IrDA
Peso – 133 gramas
Operadoras – Não revende em operadoras
PalmOne – Tungsten TX
Touch Screen – Sim
Sistema Operacional – PalmOs 5.4
Memória interna – 128 Mb
Memória externa – Sim, SD
Processador – Intel 312 Mhz
Tela – TFT 320 x 480
Comunicação – Não disponível
Banda – Não disponível
Câmera – Não disponível
Bateria – íons de lítio e de longa duração
Conectividade – Bluetooth, USB, WiFi
Peso – 149 gramas
Operadoras – Não revende em operadoras
PalmOne – Treo 600
Touch Screen – Sim
Sistema Operacional – PalmOs
Memória interna – 24 Mb
Memória externa – Sim - SD
Processador – OMAP 140 Mhz
Tela – TFT 160 x 160
Comunicação – GSM, GPRS
Banda – 850-900-1800-1900
Câmera – 0.3 Megapixels
Bateria – Não informado
Conectividade – Modem, USB, IrDA
Peso – 180 gramas
Operadoras – Brasil Telecom
PalmOne – Treo 650
Touch Screen – Sim
Sistema Operacional – PalmOs 5.4
Memória interna – 23 Mb
Memória externa – Sim - SD
Processador – Intel PXA270 312 Mhz
Tela – TFT 320 x 320
Comunicação – GSM, GPRS
Banda – 850-900-1800-1900
Câmera – 640 x 480
Bateria – 3 dias em uso moderado
Conectividade – Bluetooth, USB, IrDA
Peso – 178 gramas
Operadoras – vivo, brasil telecom
PalmOne – Treo 680
Touch Screen – Sim
Sistema Operacional – PalmOs 5.4
Memória interna – 64 Mb
Memória externa – Sim - SD
Processador – Intel XScale 312 Mhz
Tela – TFT 320 x 320
Comunicação – GSM, GPRS
Banda – 850-900-1800-1900
Câmera – VGA
Bateria – 4 horas conversa, 300 hrs standby
Conectividade – Bluetooth, USB
Peso – 157 gramas
Operadoras – vivo, claro
PalmOne – Treo 700W
Touch Screen – Sim
Sistema Operacional – Windows Mobile 5.0
Memória interna – 128 Mb Ram, 25 Mb Rom
Memória externa – Sim, MMC-SD
Processador – Intel PXA270 312 Mhz
Tela – TFT 240 x 240
Comunicação – GSM, GPRS
Banda – 850-900-1800-1900
Câmera – 1.3 Megapixels
Bateria – 3 horas conversa, 110hrs standby
Conectividade – Bluetooth, USB, IrDA
Take Care - Front Desk System Hotle
Fully Bilingual System (English – Arabic) With Automatic Translations. Audit Trail.
Advanced System Security. Complete Integration with Other Interfaced Systems (P.O.S,TMS.ETC). and Back
O ce.
System Dentitions
Unlimited Number of De ned Data per Each System De nition Table.
Ability to De ne 1, 2, 3, 4 And 5 Person’s Rates, Plus; Weekend Rates per Each Rate Code.
Optionally Room Rate Calculations Including or Excluding Taxes and Service Charges.
Ability to Full Setup Rooms and Rooms Rates. Ability to De ne Multiple Packages, Link to Room Rate. Ability to De ne All Taxes and
Service Charges Values. One Cashier for Every System User, With Determined Permissions.
Front Desk System
Reception Main Screen
All The Front Desk Operations Functions Are Available In Reception Main Screen. Ability to Control Main Screen View, To Display or
Hide Icons, To Display or Hide Screen Divisions. Display All Statistical House Changeable Details Automatically at Dashboard.
Availability of Con rmation and Noti cation Messages within All System Operations
Prevents Users Work Mistakes.
Customer escalations
The document outlines a customer escalation program. It discusses the objectives of educating staff on escalation policies and procedures. The goals of the escalation program are to provide structure, clear communication, and a resolution plan for escalated customer situations. The escalation manager is Sonny Espinoza. Reasons for escalating a customer include unmet expectations, poor performance, and critical times like maintenance renewals. The escalation process involves requesting escalation, creating a case, and engaging teams to address issues and provide weekly updates.
Improving patient payment through front desk staff training
Webinar slide deck which covers the ways to improve your staff training at the front desk of your clinic. The focus of this training is on how to better prepare your staff to have a conversation with your patient around financial responsibility.
The Art of Client Service
A little guide for agency people giving and idea about some basic hints and requirements for a proper agency client servicing as I see them through the perspective of my own career and experience.
The Art of Client Service
The document discusses the importance of building strong relationships with clients through positive emotional experiences and trust. It emphasizes managing expectations, having regular communication through meetings and follow ups, addressing issues promptly, and focusing on the human element of client relationships. The goal is to provide what clients need, not just what they want, and turn any mistakes into opportunities to strengthen the relationship.
Professional Etiquettes. Ppt.
The document provides etiquette tips for professional situations. It discusses the importance of etiquette for career success and outlines proper etiquette for introductions, business card exchanges, entering vehicles with clients, eating soup, handling napkins in restaurants, seating at dinner parties, arrival times for events, handshakes, eye contact during conversations, guiding guests to seats, and apologizing for missed appointments. The document uses examples of etiquette scenarios and indicates the most appropriate responses.
Improving Front Desk Operations With Next Gen
James Muir will present on improving front desk operations with NextGen. The presentation will cover strategies for improving phone efficiency such as measuring call volume and types, staffing appropriately for demand, and reducing call volume. It will also discuss optimizing appointment scheduling, registration and check-in processes, and miscellaneous front desk best practices like using signature pads and defining collection policies. The overall goal is to enhance efficiency, access, and patient experience at the front desk.
Staff etiquette & manners in hospitality
This document provides etiquette and manners guidelines for interacting with guests. It discusses maintaining a smile and eye contact, keeping a distance of 2 feet while speaking softly, and avoiding unnecessary gestures. It also addresses posture, hand positioning, and not congregating in groups when guests are not present. When walking, guidelines include pacing evenly, giving right of way, and opening doors. Speech should be soft and polite in all areas. Anticipating guest needs, maintaining professionalism, and refraining from offensive habits are also covered.
CUSTOMER SERVICE POWERPOINT
ReadySetPresent (Customer Service PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Knowing what your customer wants and needs is the number one factor to excellent customer service. Only by improving one’s customer service can your business develop. Customer Service PowerPoint Presentation Content slides include topics such as: understanding the basics of effective customer service, knowing customer wants and expectations, the 4 steps to super service, 10+ slides on what to say and addressing excuses, 10+ slides on implementing a program and examining behaviors, 7 practical steps to customer service, 30 slides on performance standards and quality, looking to the future, Q& A’s, 5 slides on increasing customer satisfaction, the top ten customer complaints, the five most common customer requests, 4 steps to super service, how to's and more!
Process analysis
The document discusses process analysis and capacity planning. It begins by defining a process as any part of an organization that takes inputs and transforms them into outputs. Key decisions around capacity and resource utilization can impact productivity and profits. Process flow charting is introduced as a way to visually represent process activities, timings, and flows. Examples of process strategies for different planning premises are provided. Performance metrics for analyzing processes like throughput time and bottlenecks are also outlined. The document concludes with an example of analyzing a toy manufacturing process.
Storyboard_SPS_Payroll
This document summarizes a project to reduce the cycle time for stopping, voiding, and reissuing checks. It outlines the current process which takes 25 minutes per transaction and involves repetitive steps. The project aims to improve this to 10 minutes by processing checks in bulk rather than one by one. Causes of long cycle time were identified through tools like process mapping and brainstorming. The proposed solution is to stop, void, and reissue checks in bulk directly in the Wells Fargo and PRO systems. This reduced the cycle time to 15 minutes and saved time by removing repetitive steps. The client approved the new process which was implemented and added controls to standardize the approach.
Enhanced Technical Support
This document discusses IBM's Enhanced Technical Support (ETS) offering which provides additional benefits on top of basic IBM software maintenance, hardware maintenance, and supportline offerings. ETS provides 30 minute response times for severity 1 issues, critical situation management, problem management record escalation, regular review calls with an account advocate, and tailored service reports. The document provides contact details for ETS and describes how ETS complements IBM's basic support offerings.
Value Stream Mapping: What to Do Before You Dive In
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
shaneopatchen_resume pipeline controller 082815
Shane O'Patchen is seeking a position as a Pipeline Controller and has over 20 years of experience as a Control Room Operator in the petrochemical industry. He has extensive experience monitoring processes via DCS systems and has participated in several plant startups. His skills include experience working in operations control centers, monitoring high pressures and gas streams, and using DCS systems from vendors such as Allen Bradley and Emerson Delta V. He is detail-oriented, self-motivated, and able to work well independently or as part of a team.
Artisan RCA1
The document provides information on problem solving and root cause analysis processes used at Kriel Colliery. It discusses:
- Why root cause analysis is used, which is to identify origins of problems and eliminate possible reoccurrences.
- The general problem solving process, which includes identifying issues, describing the problem, specifying the root cause, identifying countermeasures, and implementing solutions.
- The root cause analysis process, which uses a 5Whys technique to iteratively ask why a problem is occurring to determine the underlying cause. Steps include establishing possible causes, validating causes, and developing and implementing corrective actions.
- Examples of applying the 5Whys technique to determine root causes for different problems like equipment
Five (easy?) Steps Towards Continuous Delivery
This document outlines five steps towards achieving continuous delivery:
1. Realize deployment automation is a prerequisite, not the goal of continuous delivery.
2. Understand goals like reliability and time-to-market, then take pragmatic steps like value stream mapping.
3. Eliminate manual sign-offs and create trust in automated tests using techniques like behavior-driven development.
4. Address the gaps between development and operations teams through collaboration on deployments.
5. Consider architectural adjustments like migrating to microservices for independent, faster delivery pipelines.
Liz's Bakery Master_kb0428
Liz's Bakery is experiencing increased customer complaints and decreased revenue from their cookies. The goal is to reduce complaints by 50% and increase revenue by $12,000 by April 2015. The measure phase found the bake temperature was randomly out of specification, which is likely the root cause of the problems. In the analyze phase, the team will further examine the impact of bake temperature and identify solutions to correct it.
Lean introduction
The document discusses lean thinking and its principles for maximizing value and eliminating waste. It provides examples of how lean methods have improved productivity, quality, and customer satisfaction for various companies. The key aspects of lean covered are focusing on value from the customer's perspective, optimizing the value stream, implementing pull-based flow, and continuously improving to achieve perfection.
2015 06-24 innovation in the large enterprise final-v2
This document discusses DevOps practices at a large retail company. It describes how the company implemented DevOps strategies like empowering full stack teams to own products and services end-to-end, making work visible through metrics and dashboards, and establishing a collaborative culture between development and operations teams. It provides examples of pilots done to shift infrastructure provisioning, application deployment, and automation processes from a legacy to a modern DevOps approach with benefits like reduced time and steps. The document emphasizes the importance of culture change, executive buy-in, focused pilots, and community involvement for successful DevOps adoption at large enterprises.
Island Of Excellence Presentation
The document outlines an "Island of Excellence" improvement process for machine performance. It involves forming dedicated teams to focus on safety, housekeeping, maintenance and continuous improvement activities. The goals are to achieve significant performance results in the short term through these focus areas, and sustain world-class performance levels in the long term.
Ch5 process+analysis
This document discusses process analysis. It begins with objectives like process analysis, flowcharting, types of processes, and performance metrics. It then defines key terms like process, cycle time, and utilization. It describes process flowcharting and standard symbols used. It discusses types of processes like make-to-order, make-to-stock, and hybrid processes. It also covers performance metrics like operation time, throughput time, velocity, and productivity. Examples are provided to illustrate concepts like cycle time calculations.
More Related Content
Viewers also liked
Equipamentos compatíveis
Equipamentos Compatíveis
Sovis Sistemas
- Sistema para automação da força de vendas -
Departamento técnico
Kaiomy – Aegis 1183
Touch Screen – Sim
Sistema Operacional – Windows Mobile 6.1
Memória interna – 128MB
Memória externa – Micro SD 16G maximo
Processador – 460 Mhz
Tela – 2.8" TFT
Comunicação – GPRS, EDGE
Banda – GSM 850/900/1800/1900
Câmera – 2 Megapixels
Bateria – 6 horas conversa, 180hrs standby
Conectividade – Bluetooth, USB, WiFi 802.11 B/G
Peso – ***
Operadoras – Todas operadoras
Motorola – A3100
Touch Screen – Sim
Sistema Operacional – Windows Mobile 6.1
Memória interna – 256MB flash e 128MB DDR SDRAM
Memória externa – Sim
Processador – 528 Mhz Qualcomm
Tela – TFT 240 x 320
Comunicação – GPRS classe 10, EDGE
Banda – GSM 850 / 900 / 1800 / 1900 - HSDPA 850 / 1900 / 2100
Câmera – 3 Megapixels
Bateria – 6 horas conversa, 298hrs standby
Conectividade – Bluetooth, USB, 3G, WiFi, GPS
Peso – 119 gramas
Operadoras – ***
Samsung – SGH i710
Touch Screen – Sim
Sistema Operacional – Windows Mobile 5.1
Memória interna – 70 Mb
Memória externa – Sim
Processador – Intel XScale 416 Mhz
Tela – TFT 320 x 240
Comunicação – GPRS classe 10, EDGE
Banda – 850;900;1800;1900
Câmera – 2 Megapixels
Bateria – 3 horas conversa, 110hrs standby
Conectividade – Bluetooth, USB, Wap, WiFi, GPS
Peso – 110 gramas
Operadoras –
PalmOne – Tungsten E2
Touch Screen – Sim
Sistema Operacional – PalmOS 5.4
Memória interna – 32 Mb
Memória externa – Sim, SD
Processador – Intel 200 Mhz
Tela – TFT 320 x 320
Comunicação – Não disponível
Banda – Não disponível
Câmera – Não disponível
Bateria – 3 horas conversa, 110hrs standby
Conectividade – Bluetooth, USB, IrDA
Peso – 133 gramas
Operadoras – Não revende em operadoras
PalmOne – Tungsten TX
Touch Screen – Sim
Sistema Operacional – PalmOs 5.4
Memória interna – 128 Mb
Memória externa – Sim, SD
Processador – Intel 312 Mhz
Tela – TFT 320 x 480
Comunicação – Não disponível
Banda – Não disponível
Câmera – Não disponível
Bateria – íons de lítio e de longa duração
Conectividade – Bluetooth, USB, WiFi
Peso – 149 gramas
Operadoras – Não revende em operadoras
PalmOne – Treo 600
Touch Screen – Sim
Sistema Operacional – PalmOs
Memória interna – 24 Mb
Memória externa – Sim - SD
Processador – OMAP 140 Mhz
Tela – TFT 160 x 160
Comunicação – GSM, GPRS
Banda – 850-900-1800-1900
Câmera – 0.3 Megapixels
Bateria – Não informado
Conectividade – Modem, USB, IrDA
Peso – 180 gramas
Operadoras – Brasil Telecom
PalmOne – Treo 650
Touch Screen – Sim
Sistema Operacional – PalmOs 5.4
Memória interna – 23 Mb
Memória externa – Sim - SD
Processador – Intel PXA270 312 Mhz
Tela – TFT 320 x 320
Comunicação – GSM, GPRS
Banda – 850-900-1800-1900
Câmera – 640 x 480
Bateria – 3 dias em uso moderado
Conectividade – Bluetooth, USB, IrDA
Peso – 178 gramas
Operadoras – vivo, brasil telecom
PalmOne – Treo 680
Touch Screen – Sim
Sistema Operacional – PalmOs 5.4
Memória interna – 64 Mb
Memória externa – Sim - SD
Processador – Intel XScale 312 Mhz
Tela – TFT 320 x 320
Comunicação – GSM, GPRS
Banda – 850-900-1800-1900
Câmera – VGA
Bateria – 4 horas conversa, 300 hrs standby
Conectividade – Bluetooth, USB
Peso – 157 gramas
Operadoras – vivo, claro
PalmOne – Treo 700W
Touch Screen – Sim
Sistema Operacional – Windows Mobile 5.0
Memória interna – 128 Mb Ram, 25 Mb Rom
Memória externa – Sim, MMC-SD
Processador – Intel PXA270 312 Mhz
Tela – TFT 240 x 240
Comunicação – GSM, GPRS
Banda – 850-900-1800-1900
Câmera – 1.3 Megapixels
Bateria – 3 horas conversa, 110hrs standby
Conectividade – Bluetooth, USB, IrDA
Take Care - Front Desk System Hotle
Fully Bilingual System (English – Arabic) With Automatic Translations. Audit Trail.
Advanced System Security. Complete Integration with Other Interfaced Systems (P.O.S,TMS.ETC). and Back
O ce.
System Dentitions
Unlimited Number of De ned Data per Each System De nition Table.
Ability to De ne 1, 2, 3, 4 And 5 Person’s Rates, Plus; Weekend Rates per Each Rate Code.
Optionally Room Rate Calculations Including or Excluding Taxes and Service Charges.
Ability to Full Setup Rooms and Rooms Rates. Ability to De ne Multiple Packages, Link to Room Rate. Ability to De ne All Taxes and
Service Charges Values. One Cashier for Every System User, With Determined Permissions.
Front Desk System
Reception Main Screen
All The Front Desk Operations Functions Are Available In Reception Main Screen. Ability to Control Main Screen View, To Display or
Hide Icons, To Display or Hide Screen Divisions. Display All Statistical House Changeable Details Automatically at Dashboard.
Availability of Con rmation and Noti cation Messages within All System Operations
Prevents Users Work Mistakes.
Customer escalations
The document outlines a customer escalation program. It discusses the objectives of educating staff on escalation policies and procedures. The goals of the escalation program are to provide structure, clear communication, and a resolution plan for escalated customer situations. The escalation manager is Sonny Espinoza. Reasons for escalating a customer include unmet expectations, poor performance, and critical times like maintenance renewals. The escalation process involves requesting escalation, creating a case, and engaging teams to address issues and provide weekly updates.
Improving patient payment through front desk staff training
Webinar slide deck which covers the ways to improve your staff training at the front desk of your clinic. The focus of this training is on how to better prepare your staff to have a conversation with your patient around financial responsibility.
The Art of Client Service
A little guide for agency people giving and idea about some basic hints and requirements for a proper agency client servicing as I see them through the perspective of my own career and experience.
The Art of Client Service
The document discusses the importance of building strong relationships with clients through positive emotional experiences and trust. It emphasizes managing expectations, having regular communication through meetings and follow ups, addressing issues promptly, and focusing on the human element of client relationships. The goal is to provide what clients need, not just what they want, and turn any mistakes into opportunities to strengthen the relationship.
Professional Etiquettes. Ppt.
The document provides etiquette tips for professional situations. It discusses the importance of etiquette for career success and outlines proper etiquette for introductions, business card exchanges, entering vehicles with clients, eating soup, handling napkins in restaurants, seating at dinner parties, arrival times for events, handshakes, eye contact during conversations, guiding guests to seats, and apologizing for missed appointments. The document uses examples of etiquette scenarios and indicates the most appropriate responses.
Improving Front Desk Operations With Next Gen
James Muir will present on improving front desk operations with NextGen. The presentation will cover strategies for improving phone efficiency such as measuring call volume and types, staffing appropriately for demand, and reducing call volume. It will also discuss optimizing appointment scheduling, registration and check-in processes, and miscellaneous front desk best practices like using signature pads and defining collection policies. The overall goal is to enhance efficiency, access, and patient experience at the front desk.
Staff etiquette & manners in hospitality
This document provides etiquette and manners guidelines for interacting with guests. It discusses maintaining a smile and eye contact, keeping a distance of 2 feet while speaking softly, and avoiding unnecessary gestures. It also addresses posture, hand positioning, and not congregating in groups when guests are not present. When walking, guidelines include pacing evenly, giving right of way, and opening doors. Speech should be soft and polite in all areas. Anticipating guest needs, maintaining professionalism, and refraining from offensive habits are also covered.
CUSTOMER SERVICE POWERPOINT
ReadySetPresent (Customer Service PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Knowing what your customer wants and needs is the number one factor to excellent customer service. Only by improving one’s customer service can your business develop. Customer Service PowerPoint Presentation Content slides include topics such as: understanding the basics of effective customer service, knowing customer wants and expectations, the 4 steps to super service, 10+ slides on what to say and addressing excuses, 10+ slides on implementing a program and examining behaviors, 7 practical steps to customer service, 30 slides on performance standards and quality, looking to the future, Q& A’s, 5 slides on increasing customer satisfaction, the top ten customer complaints, the five most common customer requests, 4 steps to super service, how to's and more!
Viewers also liked (10)
Improving patient payment through front desk staff training
Improving patient payment through front desk staff training
Similar to CSE Service escalation 10-2011
Process analysis
The document discusses process analysis and capacity planning. It begins by defining a process as any part of an organization that takes inputs and transforms them into outputs. Key decisions around capacity and resource utilization can impact productivity and profits. Process flow charting is introduced as a way to visually represent process activities, timings, and flows. Examples of process strategies for different planning premises are provided. Performance metrics for analyzing processes like throughput time and bottlenecks are also outlined. The document concludes with an example of analyzing a toy manufacturing process.
Storyboard_SPS_Payroll
This document summarizes a project to reduce the cycle time for stopping, voiding, and reissuing checks. It outlines the current process which takes 25 minutes per transaction and involves repetitive steps. The project aims to improve this to 10 minutes by processing checks in bulk rather than one by one. Causes of long cycle time were identified through tools like process mapping and brainstorming. The proposed solution is to stop, void, and reissue checks in bulk directly in the Wells Fargo and PRO systems. This reduced the cycle time to 15 minutes and saved time by removing repetitive steps. The client approved the new process which was implemented and added controls to standardize the approach.
Enhanced Technical Support
This document discusses IBM's Enhanced Technical Support (ETS) offering which provides additional benefits on top of basic IBM software maintenance, hardware maintenance, and supportline offerings. ETS provides 30 minute response times for severity 1 issues, critical situation management, problem management record escalation, regular review calls with an account advocate, and tailored service reports. The document provides contact details for ETS and describes how ETS complements IBM's basic support offerings.
Value Stream Mapping: What to Do Before You Dive In
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
shaneopatchen_resume pipeline controller 082815
Shane O'Patchen is seeking a position as a Pipeline Controller and has over 20 years of experience as a Control Room Operator in the petrochemical industry. He has extensive experience monitoring processes via DCS systems and has participated in several plant startups. His skills include experience working in operations control centers, monitoring high pressures and gas streams, and using DCS systems from vendors such as Allen Bradley and Emerson Delta V. He is detail-oriented, self-motivated, and able to work well independently or as part of a team.
Artisan RCA1
The document provides information on problem solving and root cause analysis processes used at Kriel Colliery. It discusses:
- Why root cause analysis is used, which is to identify origins of problems and eliminate possible reoccurrences.
- The general problem solving process, which includes identifying issues, describing the problem, specifying the root cause, identifying countermeasures, and implementing solutions.
- The root cause analysis process, which uses a 5Whys technique to iteratively ask why a problem is occurring to determine the underlying cause. Steps include establishing possible causes, validating causes, and developing and implementing corrective actions.
- Examples of applying the 5Whys technique to determine root causes for different problems like equipment
Five (easy?) Steps Towards Continuous Delivery
This document outlines five steps towards achieving continuous delivery:
1. Realize deployment automation is a prerequisite, not the goal of continuous delivery.
2. Understand goals like reliability and time-to-market, then take pragmatic steps like value stream mapping.
3. Eliminate manual sign-offs and create trust in automated tests using techniques like behavior-driven development.
4. Address the gaps between development and operations teams through collaboration on deployments.
5. Consider architectural adjustments like migrating to microservices for independent, faster delivery pipelines.
Liz's Bakery Master_kb0428
Liz's Bakery is experiencing increased customer complaints and decreased revenue from their cookies. The goal is to reduce complaints by 50% and increase revenue by $12,000 by April 2015. The measure phase found the bake temperature was randomly out of specification, which is likely the root cause of the problems. In the analyze phase, the team will further examine the impact of bake temperature and identify solutions to correct it.
Lean introduction
The document discusses lean thinking and its principles for maximizing value and eliminating waste. It provides examples of how lean methods have improved productivity, quality, and customer satisfaction for various companies. The key aspects of lean covered are focusing on value from the customer's perspective, optimizing the value stream, implementing pull-based flow, and continuously improving to achieve perfection.
2015 06-24 innovation in the large enterprise final-v2
This document discusses DevOps practices at a large retail company. It describes how the company implemented DevOps strategies like empowering full stack teams to own products and services end-to-end, making work visible through metrics and dashboards, and establishing a collaborative culture between development and operations teams. It provides examples of pilots done to shift infrastructure provisioning, application deployment, and automation processes from a legacy to a modern DevOps approach with benefits like reduced time and steps. The document emphasizes the importance of culture change, executive buy-in, focused pilots, and community involvement for successful DevOps adoption at large enterprises.
Island Of Excellence Presentation
The document outlines an "Island of Excellence" improvement process for machine performance. It involves forming dedicated teams to focus on safety, housekeeping, maintenance and continuous improvement activities. The goals are to achieve significant performance results in the short term through these focus areas, and sustain world-class performance levels in the long term.
Ch5 process+analysis
This document discusses process analysis. It begins with objectives like process analysis, flowcharting, types of processes, and performance metrics. It then defines key terms like process, cycle time, and utilization. It describes process flowcharting and standard symbols used. It discusses types of processes like make-to-order, make-to-stock, and hybrid processes. It also covers performance metrics like operation time, throughput time, velocity, and productivity. Examples are provided to illustrate concepts like cycle time calculations.
Ch5 process analysis
This document discusses process analysis. It begins with objectives like process analysis, flowcharting, types of processes, and performance metrics. It then defines key terms like process, cycle time, and utilization. It describes standard flowchart symbols and types of processes like make-to-order, make-to-stock, and hybrid. Finally, it discusses performance metrics such as operation time, throughput time, velocity, and productivity and provides examples to illustrate concepts.
Jvh Lean Presentation For 2009
The document discusses opportunities for improving manufacturing and packaging operations through lean strategies like reducing waste, improving equipment effectiveness, and identifying sources of downtime. It outlines John Van Horn's approach and toolbox for conducting analyses to streamline processes, maximize throughput, ensure profitability, and achieve typical results such as enhanced capacity and productivity gains of 15-20%.
ch5-processanalysis-131122013048-phpapp02 (1).pptx
This document provides information about process analysis, including definitions of key terms, examples of process flowchart symbols, different types of processes, and metrics for measuring process performance. It discusses process flowcharting and how to represent the major elements of a process using standard symbols. It also defines different types of processes like make-to-order, make-to-stock, and hybrid processes. Finally, it provides examples of calculating cycle time, throughput rate, efficiency, and other process metrics.
Quality and Cost Management: Methods and Results
Summary of methods and results for reducing cost, driving quality upstream, optimizing systems, managing suppliers, accelerating time to market, and improving performance
Delwarca software remote support unit
- Delwarca is a software company that provides customer support through four units, including Remote Support managed by Jack McKinnon
- Customers were dissatisfied with long wait times under the previous single-phase support system
- McKinnon introduced the Rapid ID process which employs "Director Associates" to direct calls to the appropriate support level, reducing wait times and increasing customer satisfaction and capacity utilization
Northeast Lean Conference 2019 - Employee Engagement - McMahon Roman.ppt
Lean organizations make use of Daily Management systems, a structured process to focus employee’s actions to continuously improve their day-to-day work. Daily Management empowers employees to identify potential process concerns, recommend potential solutions, and learn by implementing process changes. Daily Management, if done right, can be a critical tool in any organization’s toolbox to engage frontline staff in problem-solving and to deliver customer value.
Bally chohan support
The document provides guidance on working effectively with Bally Chohan's IT support services. It defines service request severity levels and statuses. It emphasizes clear problem statements, testing solutions before deployment, and shared ownership between users and support in resolving issues. It also outlines best practices like ongoing communication, documentation, and using the escalation process when roadblocks are encountered.
Bally chohan support
The document provides guidance on working effectively with Bally Chohan's IT support services. It defines service request severity levels and statuses. It emphasizes clear problem statements, testing solutions before deployment, and shared ownership between users and support in resolving issues. It also outlines the benefits of using the service desk for documentation and communication, and describes the escalation process for bringing management attention to critical issues.
Similar to CSE Service escalation 10-2011 (20)
Value Stream Mapping: What to Do Before You Dive In
Value Stream Mapping: What to Do Before You Dive In
2015 06-24 innovation in the large enterprise final-v2
2015 06-24 innovation in the large enterprise final-v2
ch5-processanalysis-131122013048-phpapp02 (1).pptx
ch5-processanalysis-131122013048-phpapp02 (1).pptx
Northeast Lean Conference 2019 - Employee Engagement - McMahon Roman.ppt
Northeast Lean Conference 2019 - Employee Engagement - McMahon Roman.ppt
CSE Service escalation 10-2011
- 1. CSE Service Call and Product Escalation ProcessCSE Service Call and Product Escalation Process CSE Call Customer With ETA <30M Escalation QuestionsEscalation Questions •How long on-site >2.5hrs no solution OWNERSHIP With ETA <30M CSE On-Site w/in Product R/T o o g o s te 5 s o so ut o •How is customer temp @or =98.6 degrees •Is this call back >#2- (Not necessarily for the same problem) If Yes to any Question ESCALATE Primary 1st /CSE CSE / Repair / Resources •EDOC / HFSI’s •Eureka II •SME within WG •Refer to Escalation Questions Fixed Close Call <30m Escalation Is this a Legacy Or Current Product? •LEGACY = PWS Legacy Request •Current = Call TSC Hotline Problem Resolved w/ • TSC •Legacy Second Upload Legacy Request on Bus First Contact Product Specialist Yes Fixed Primary 1st /CSE•Legacy • Product Specialist Phone Support? Request On-Site Support LOG # or Legacy Response # CSE to Notify FMTS of Escalation Close Call <30m 1st /CSE 2nd / Specialist Specialist On Site Asses Escalation, Communicate Resolution Pathway To all Parties, Check Temp ( @ or = 98.6). •Work W/ CSE Toward Resolution @<4hrs •Work W/ RSE / CSE Toward Resolution @<8hrs •Work W/ RSE / CSE / FMTS / Marketing @<16-24hrs Fixed •Close Call <30m •Communicate to All Parties Involved Machine Still Not Fixed? What’s Plan “B”? (How is the Customer Feeling?( @ or = 98.6 ) •Request RSE On-Site / via FMTS / PSM •Implement IDR •Communicate To All Parties Affected Primary 1st / Specialist 2nd / CSE 3rd / FMTS Call Customer @ 24/48/72 hrs. Follow up RSE On-Site •Work Problem to Resolution or Replacement •Communicate w/ all Parties on Escalation •Constantly Check Customer Temp (@ or = 98.6) Fixed Close Call <30m Communicate to All Parties Involved Not Fixed Collaborative Communications Next Steps Primary 1st / RSE 2nd / Specialist 3rd / FMTS 4th/ CSE