Dspinformatielogistiekmei2010avsv01
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The document introduces information logistics and discusses Ricoh's approach. It provides: 1) An explanation of information logistics, focusing on optimizing information availability, retention time, and delivery to the right user. 2) An analysis framework that assesses availability and efficiency losses impacting knowledge worker productivity. Case studies show how analyzing processes can improve information flow. 3) Details on Ricoh's current propositions that implement information logistics principles through standardized processes and tools to efficiently deliver solutions.
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Dspinformatielogistiekmei2010avsv01
- 1. Een introductie tot Informatielogistiek DSP, Den Bosch, 25 mei 2010
- 2. Ard van Someren Business Development Manager Business Development Ricoh Business Solutions
- 4. Welke onderwerpen komen aan bod… * * je kunt nu nog proberen met een lekkere smoes (‘sorry, een belangrijke klant”) onopvallend de zaal te verlaten Waarom is informatielogistiek bedacht? 1 Wat is dan informatielogistiek? 2 Wat vinden we terug in onze huidige proposities? 3
- 5. Waarom is informatielogistiek ontwikkeld? 1
- 6. Het begrip informatielogistiek is een van de uitkomsten van het Accelerate programma opgestart in 2005
- 7. “(Re-)positioning NRG as an ICT player delivering solutions related to Information Logistics direct to the top 200 profit and non-profit organizations in the Benelux”
- 8. “Obtaining / Ensuring contact at C-Level”
- 12. Wat er zoal ontwikkeld is rondom informatielogistiek
- 13. Wat is dan informatielogistiek? * 2
- 16. Logistics is that aspect of managing a company, which occupies itself bridging time & distance in the production and distribution processes, in such a way that it leads to optimal company results in harmony with the costs of development, purchasing manufacturing and sales.
- 17. Information logistics , as a branch of information management, deals with information flows inside of an organization. The goal is the optimization of availability and retention time of information. Information logistics concerns the provision of the right information at the right time in the right form and quality for the right user, at the right place. Assessing information and its flow in a logistics way Outside-in triggered by the customer Faster, better and Just In Time information delivery in the core process of the knowledge worker Reduction of (information) overload in the supporting process of the knowledge worker
- 18. The productivity gap of the knowledge worker Could that time be better spent on core business? * Source: IDC/US Department of Labour 2005 40% of the working day spent in processing information* 22% of the working day spent searching for and re-creating existing information* Working day
- 19. The productivity gap of the knowledge worker 20% Structured 80% Unstructured »50% Annual Growth ERP, CMR, … Customer Statements Documentation Printed Paper Drawings E-mail Forms Text Web
- 20. Whose productivity does technology improve? Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands
- 21. Boosting the productivity of knowledge workers is key to survival, and only limited progress has been made in addressing the problem Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands
- 22. There is even evidence that some IT technology is positively working against the productivity of knowledge workers - the email shark as the single greatest time eater of a knowledge worker Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands
- 23. Seems familiar? Day 1 Day 1 Mr. Green: "Sounds like a great idea! Please send me the Powerpoint and I'll arrange a meeting with Mr. Yellow" Mr. Blue: "Okay, I'll send you an email right away." Mr. Blue 3-09-07 11:34 AM Hi Mr. Green, Please find attached the outlines of our services idea. I agree we should discuss this with Mr. Yellow and I’m looking forward to your invitation. Best regards Mr. Blue Mr. Green New service idea To cc bcc Subject Mr. Green 3-09-07 11:34 AM Mr. Yellow, Please take a look at Mr. Blues idea. Seems very promising. I’d like to arrange a meeting between the three of us in order to have a first brainstorm on the idea. What do you think? Mr. Green Mr. Yellow Mr. Blue Fw: New service idea To cc bcc Subject
- 26. Waarschuwing: niet alles wat we bedacht hebben is inmiddels common practice Dat geldt onder meer voor de volgende 6 platen
- 30. Time-spent analysis As Is distribution of time spent Intake Transfer Discharge Archiving Search Primary process Relatively low time spent on primary task, mainly caused by duplication of work 8% 21% 6% 7% 55% 4% Time spent value added Non added value Added value 40% 60% 75% 25% Actual Bench- mark
- 33. Conclusies….?
- 34. Wat vinden we terug in onze huidige proposities? 3
- 36. Value high high Revenue From Hardware to Facility Services From Software to Control Services From People to Organization Services no absolute scale Consult Build Operate buy consult+lease project + process people + project + process project consult +project process people + project + process consult project project people + project + process HW Pay Per Page Managed Print Services Reprographic Center Central Print Room Implement Office Productivity CPR+MPS Remote MPS Digital Mail Room Maintenance ASP doc proces outsourcing Document Support Center Structural value added Structural improvements Implemented quick wins Proposed quick wins identified issues Information Logistics Service Center Awareness
- 37. Okay, that’s all folks
- 38. E Invoicing
- 39. Bij een toenemend complex solutions aanbod is een gestandaardiseerd proces nodig om efficiënt en effectief te zijn.
- 40. De initiërende en regisserende rol van Front Office medewerkers is van groot belang voor het juist inzetten van een gestandaardiseerd proces. * *m/v
- 41. Op dit moment is er een grote verscheidenheid in persoonlijke approach binnen FO en MO. Hierdoor zijn aanpak, rolverdeling en op te leveren deliverables vaak klant- c.q. case-uniek. Dit is niet zo goed voor het rendement…
- 42. Een standaard aanpak, een duidelijke rolverdeling, en vooraf gedefinieerde deliverables helpen zowel onze klant als onszelf om succesvol tot zaken te komen
- 43. Daarom is een gestandaardiseerd voortbrengingsproces een onlosmakelijk onderdeel van Ricohs e - facturatie propositie. Wat zijn voordelen van standaarden 1 Hoe ziet het e-facturatie voortbrengingsproces eruit 2
- 44. Wat zijn voordelen van standaarden 1
- 45. Een standaard methodiek helpt om het vertrouwen te winnen van klanten
- 46. Een standaard methodiek helpt sales-mensen te bepalen wat ze verkopen en wat ze moeten doen (en niet doen…)
- 47. Een standaard methodiek helpt consultants en delivery te bepalen wat ze moeten doen (en niet doen…)
- 48. Hoe ziet het e-facturatie voortbrengingsproces eruit 2
- 50. Tot slot
- 51. FO medewerkers verkopen dus niet de oplossing, maar verkopen Het perspectief op waarde besparing, efficiency, productiviteitsverbetering, milieu-impact… De business case & de weg daar naar toe gestandaardiseerde consultancy methodologie, gebruik makend van tooling om processen in kaart te brengen, oplossingen te ontwerpen en transitie te plannen 1 2
- 52. Zoals alle methodieken is ook dit g éé n in beton gegoten wijsheid. Op basis van nieuwe ervaring zal de methodiek dan ook worden getweaked.
- 53. Vragen?
Editor's Notes
- De definitie vindt u in het materialenboek, wellicht eruithalen alleen in materialenboek…. De crux eruithalen, vermelden wat het betekent voor organisaties.
- De definitie vindt u in het materialenboek, wellicht eruithalen alleen in materialenboek…. De crux eruithalen, vermelden wat het betekent voor organisaties.
- The US department of labor estimates that we spend 40% of our time every workday processing information According to a recent IDC study, typical knowledge workers spend 37% of their time directly dealing with documents, 54% of it they spend looking for information and in 50% of the cases they cannot find what they need. In the latter case they have to recreate it at high cost or fail to produce a result This illustrates the ineffiency of present times.
- The US department of labor estimates that we spend 40% of our time every workday processing information According to a recent IDC study, typical knowledge workers spend 37% of their time directly dealing with documents, 54% of it they spend looking for information and in 50% of the cases they cannot find what they need. In the latter case they have to recreate it at high cost or fail to produce a result This illustrates the ineffiency of present times.
- According to Gartner IT focus should be on collaboration and change. Email is one of the biggest time eaters, workers often don't realise anymore what their prime activities should be in order to fullfill their job objectives. Handling email is not a primary task (!) but claims a lot of productive time of averege knowledge workers. It’s the emailjungle
- According to Gartner IT focus should be on collaboration and change. Email is one of the biggest time eaters, workers often don't realise anymore what their prime activities should be in order to fullfill their job objectives. Handling email is not a primary task (!) but claims a lot of productive time of averege knowledge workers. It’s the emailjungle