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New Ways to Service Lifecycle Management
1.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Bill Donlan Smart Services
2.
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3.
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4.
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5.
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 SLM Impacts Stakeholders Inside & Outside the Organization 6 ENGR/MFG Impacts ï§ Improve Product Function & Quality ï§ Effectively Manage Current Specifications ï§ Facilitate Design Issues to ENGR ï§ Facilitate Production Issues to MFG ï§ Facilitate Supplier Issues to Procurement Customer Service Provider Impacts ï§ Better Manage Service Providers ï§ Improve Supplier Quality ï§ Reduce Cost/Time to Service ï§ Improve Warranty Service ï§ Reduce Product Issues Supplier Impacts ï§ Improve Parts Sales ï§ Optimize Part Availability ï§ Improve Integrated Planning ï§ Improve Supplier Performance ï§ Reduce Warranty Claims Product Impacts ï§ Comprehensive View of Product Condition/Use, including: ï§ Location ï§ Configuration ï§ Usage ï§ Potential Problems Service Lifecycle Management Customer Impacts ï§ Better Manage Service Providers ï§ Improve Supplier Quality ï§ Reduce Cost/Time to Service ï§ Improve Warranty Service ï§ Reduce Product Issues Product ENGR/MFGSuppliers â Parts Service Providers
7.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 SLM Impacts Stakeholders Inside & Outside the Organization 7 ENGR/MFG Impacts ï§ Improve Product Function & Quality ï§ Effectively Manage Current Specifications ï§ Facilitate Design Issues to ENGR ï§ Facilitate Production Issues to MFG ï§ Facilitate Supplier Issues to Procurement Customer Service Provider Impacts ï§ Better Manage Service Providers ï§ Improve Supplier Quality ï§ Reduce Cost/Time to Service ï§ Improve Warranty Service ï§ Reduce Product Issues Supplier Impacts ï§ Improve Parts Sales ï§ Optimize Part Availability ï§ Improve Integrated Planning ï§ Improve Supplier Performance ï§ Reduce Warranty Claims Product Impacts ï§ Comprehensive View of Product Condition/Use, including: ï§ Location ï§ Configuration ï§ Usage ï§ Potential Problems Service Lifecycle Management Customer Impacts ï§ Better Manage Service Providers ï§ Improve Supplier Quality ï§ Reduce Cost/Time to Service ï§ Improve Warranty Service ï§ Reduce Product Issues Product ENGR/MFGSuppliers â Parts Service Providers
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2016. All Rights Reserved Capgemini at Dreamforce 2016 Service Operations Typically Have Low Profit Margins Demanding Efficiencies to Improve Margin Growth 8 Vendor Landscape Service Network Management The activity around the planning, managing and expanding service operations through organic capabilities or 3rd party operations to ensure that fielded products receive differentiating care through out their lifecycle. Sub Capability Description Business Impact Service Strategy Activities related to deciding how the product will be supported, where, by whom, and what service s are expected to cost. Strategy decisions drive design of service network and partners, and levels of service for the customers. MRO Operations The activities around managing the repairing and overhaul of field products to include routine servicing, modifications and warranty support. Production control & planning optimization are key profit factors Dealer Management The ability to support OEM dealer aftermarket operations through providing technical content, training, parts, marketing and technical services. Dealer performance monitoring is key to ensure customer loyalty 3rd Party MRO Operations The capability of projecting OEM MRO services through a contracted third party operation when either location or budgets restrict the fielding of an organic MRO center. Maximizing the collection and analysis of customer contact data is key to customer retention. Component Repair & Exchange Operations An extension of MRO operations to offer component or assembly repair and overhaul services with the ability to offer exchange components to customer to reduce component turn-times. Component repair services offer the opportunity to diversify repair capabilities and reduce service visit span times. Product Modifications The ability to define, design, manufacture and deliver product modifications typically to enhance reliability or eliminate a warranty issue or provide a new option or accessory after the product has been fielded. Continuous improvements builds longer life into the product to exceed customer expectations.
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2016. All Rights Reserved Capgemini at Dreamforce 2016 Field Service is the Company âFaceâ to the Customer Usually When the Product is Failing Requiring Exceptional Services 9 Field Service Management An operation that provides resources to support the product in operation at the customerâs point of use. Sub Capability Description Business Impact Asset Delivery Services Technicians provide on-site post delivery services at a customer designated facility which typically entails, minor assembly from shipping configuration, operator training, minor warranty work and possibly future sales leads for service parts, training or new products. Initial operation of a new product is key to future customer sales, and for capturing as-installed configuration and user data Asset Management This service can be provided to a customerâs collection of assets on-site or remotely, which might include maintenance services. This operation can also include internal asset management tracking and maintaining rolling stock, tools and equipment. Service uses any imbedded technology to improve product performance and customer experience. This service provides the OEM direct access to product operational data to define new products and services. Mobile Work Force Management The process of hiring, training, locating and equipping field technicians to support in-service operations. Under performing field technicians directly impact customer satisfaction Tools, Kits & Modification Management The activities required to design, sell and field tools, parts kits and product modification programs that support field and service operations. Inventory directly impacts company profits and taxes. Activity captures as-serviced information for future sales and support.
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Service Part Sales Have the Highest Profit Margins and Continue for the Life of the Product 10 Vendor Landscape Service Parts Management Service parts management covers the spectrum of aftermarket parts sales from direct customer sales, dealer sales, service centers and modification programs. Sub Capability Description Business Impact Parts Planning & Pricing The continuous process of determine what parts are needed for the operation and the price point that meets budget demand and customer expectations. Poor planning and pricing significantly impacts profit margins and total sales Demand/Fulfillment Management Establishing the strategy, controls and mechanisms within supply chain to accommodate push or pull based parts order operations. Closely linked to logistics and inventory operations. Poor management equals high inventory costs Direct impact to customer satisfaction Logistics/Reverse Logistics Operations related to the movement of parts for fulfillment of orders and the management of part returns for warranty or wrong part orders. Directly impacts customer satisfaction Parts Forecasting and Modeling The analytical effort taking reliability , sales, customer requirement and in-service data to model part life cycles where statistical formulas can manage the variability of service part consumption to forecast future demands. Improper forecasting drives high inventory costs Inventory Optimization This process takes the analytics from the parts forecasts to globally position parts to meet customer fulfillment or repair operation demands. Inventory directly impacts company profits and taxes.
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2016. All Rights Reserved Capgemini at Dreamforce 2016 Technical Information is the Foundation for the Lifecycle of a Product 11 Vendor Landscape Technical Information Management Information made up of design manufacturing data, reliability data, parts information, maintainability data and production data lays the foundation for lifecycle and performance of a product in operation. Sub Capability Description Business Impact As- Maintained Configuration The process to capture and manage the part configuration data of a particular (serialized) asset throughout itâs lifecycle from EBOM through MBOM to SBOM , enabling an as-allowable product configuration. Accurate E/M/SBOM through asset lifecycle Accurate Technical Pubs Reliability Analysis The process to analyze the predicted and operational performance of parts and systems that impact the availability of the product over itâs lifecycle. Improved spare parts forecasting Identification of reliability modifications Maintenance Task & LORA The analysis involved with defining the maintenance tasks to maintain the product design reliability and the skills, type, cost and level of repair required. Maintenance Tasks optimization reduce asset maintenance costs Maint. Program Optimization. A process which looks at all aspects of the maint. program to define the optimal, intervals, cost and packaging of tasks. Optimal maintenance program enhances product salability Service Bill of Material The list of parts and assembly data required to maintain the product through itâs lifecycle. This includes revision management of those parts including software parts. Accurate SBOM can increase part sales which typically carry higher profit margins Technical Publications The creation & management of technical information required by maintainers and operators to ensure a safe and mission ready product. Up to date publications improves operator asset availability Operational Analytics & Data Collection The process required to collect in-service data about a product to enable continual improvement and maximize availability of a product during itâs lifecycle. Early identification of asset technical issues can reduce warranty exposure.
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Warranty is Often the Overlooked Customer Facing Service that Can Determine Future Sales 12 Vendor Landscape Warranty Management Warranty management is the aftermarket business activity of reimbursing a customer for product and/or service failures. Sub Capability Description Business Impact Contract Management The activity that collects and tracks a customerâs product purchase and itâs associated warranty parameters until the end of the contract period. Defines the risk associated with warranty costs. Matches customer and product data. Claim Management A process that collects, reviews and adjudicate warranty claims for product failures defined in the purchase agreement. Efficient claims management improves customer relations & reduces warranty costs Return Management This process defines return conditions or exchanges related to components that need to be returned as part of the warranty process. Process assigns and tracks RMAs. Visibility to returned parts can reduce inventory costs & improve repair turn times Supplier Recovery Often supplier agreements provide the OEM with the ability to recoup warranty claims costs related to a suppliers product. Process also used to track supplier problems to avert or support recalls. Reduces cost and risk to the warranty program Warranty Analytics Analytics allow for the optimal setting of warranty contract offerings as well as feedback to Engineering and Marketing on product performance. Provides information that can be used to provide new services Warranty Planning Is the process of planning the parts, services and budget to support warranty claims and special warranty repair campaigns. Proper forecasting reduces part inventory costs
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Transfer and Collection of Service Related Knowledge is the Key to Future Product Development and Meeting Customer Expectations 13 Vendor Landscape Service Knowledge Management The capability to manage, collect and report on every aspect of the customer interaction including on- line portals, call center operations, training programs and product health monitoring data collection. Sub Capability Description Business Impact Services Offering Marketing & Planning The process of analyzing customer feedback and purchasing data to develop, market and offer aftermarket services and products. Inability to identifying and market service offerings impacts revenue opportunities Virtual Self-Service Portal A web or mobile application based customer interface application that projects aftermarket services, parts , technical content and provides a method to collect customer data for marketing and new product demand analysis. A simple application can provide significant customer satisfaction and revenue generator if designed and field properly Customer Care and Case Management The operation responsible for fielding customer contact solutions typically including call centers, web-chat, surveys, customer contact case management and customer analytics. Utilizing big data analytics can trend and identify customer sentiment risk Technical Product Support Services The activity related to providing technical troubleshooting, recommendations and advice through various channels based on experience and an extensive knowledge database. Accurate tech support improves first time fix to out of service products Product Training The operation related to creating, managing and fielding technical product training to employees and customers. Training is a key customer satisfaction element. Asset Health Monitoring The activity related to equipping products to product performance data that can be monitored to prevent or reduce product unavailability. Reduces unscheduled maintenance events
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Evolving Capabilities - The Future of Product Support Services 14 A § Developing further integration between PLM and SLM system moving to data visualization. § Tying BOM change management to product catalogs & IPCâs to enable near real-time part updates. § Reducing technical support costs by accelerating parts search and identification to specific asset serial numbers § Reducing lag time between technical content and training content updates § Advancing the use of cloud computing to utilize large customer information through social media. § Enabling big data analytics to improve service offerings to customers and gather product performance metrics. § Utilizing crowd sourcing for product enhancement concepts. B § 3D printing technology will revolutionize service parts inventory planning, optimization and forecasting. § New Intellectual Property content management policies, security, tracking, parts pricing and controls will need to be developed. § This technology will give repair shops new capabilities to design new repairs, reverse engineer out of production parts and other capabilities not able to be defined yet. C § Expanded sensors to increase health monitoring data collection. § Applying Big Data technologies to trend new system reliability challenges. § Developing prognostic algorithms to improve early warning of failures. § Big Data intelligence will foster the design of enhanced self detecting diagnostics with self correcting capability for systems and sub-systems. D Connected Products Knowledge ManagementAdvanced BOM Management Additive Manufacturing A B C D D A A C B B D D
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Digital strategies in Smart Services are reordering value chains and creating new opportunities 15
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Smart Services operating practices 16
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Smart Services drive profitable growth with optimized service and new data-driven business models 17 Smart Services - Business impact § Assess your current product portfolio as well as the already associated services to identify the possibilities for their digital enhancement § Assess your firmâs current capabilities to deliver Smart Services and identify needs for improvement § Determine the need and business potential for Smart Services in your portfolio (innovation) HOW DOES IT IMPACT MY BUSINESS? WHAT SHOULD I DO ABOUT IT? § Ability to deliver higher value-add (through service customization or the combination with smart products) and better service quality, e.g. shorter reaction times § Smart Services enhance the user experience § Smart Services will allow to penetrate new markets for services and data-driven business models § Smart Services allow for dramatically increased efficiency of service- based operating models
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Maturity Levels Guideline 18 Maturity Levels Technology § Best-in-class functionality and value delivered for business capability § Full integration with other lifecycle capabilities Level II Level III Level IV PD PD PD Process Organization § Common, formal, automated process with extended enterprise § Can measure and predict performance with use of standardized metrics § Comprehensive cross-capability strategy in place § Organization is optimized for and focused on continuous PD/PLM improvement Technology § Delivers the full functionality of the business capability through integrated toolset § Some integration with other business capabilities Process Organization § Processes documented and followed § Processes designed to facilitate standardization and reuse § Organizational level process training § Organization is structured to facilitate innovation and adoption of new technologies Technology § Tools delivers some functionality for the business capability § Capability less effective due to use of older methods/ practices/ tools § Capability not integrated with other business capabilities Process Organization § Formal process is defined § Disconnected/manual process between enterprise domains § Roles and Responsibilities are defined. Our capability maturity model defines four levels of sophistication which are used to baseline your product development capabilities and sub-capabilities. Level I PD Technology § No capability present § Limited toolset supporting very basic business capabilities Process Organization § No cross-capability strategy in place § Manual, disconnected process from rest of organization § Roles and Responsibilities are not clearly defined. Lagging Leading Advanced Basic
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Our diagnostics tool helps clients self-assess maturity level and potential benefit opportunities 19 Capgemini Consultingâs Smart Services Self-assessment Tool Instructions Questionnaire Output 1 Maturity Level 2 Potential Benefit Opportunities 0. Company Profile 1. Warranty / Contract Management 2. Asset Management 3. Field Service Management 4. Service Parts Management 5. Customer Management 6. Social Media 7. Business Intelligence / Analytics
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Opportunity Assessment identifies and conceptualizes pilots which promise fast, measurable business value 20 Sample pilot-based opportunity assessment Pilot Build, test, roll outPilot Build, test, roll out Discovery Day Define relevant set of use cases and select pilot Pilot Build, test, roll out Data profiling Internal data External data Identify levers of value for field services improvement Explore the âart of the possibleâ Assess internal data quality based on a client data sample Business case Identify and validate additional external data sources Business case per identified use case Review external best practices Develop a long list of use cases / hypotheses Create roadmap for pilot implementation and start activities A B C D A B C D 8 â 10 weeks
21.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Opportunity Assessment identifies and conceptualizes pilots which promise fast, measurable business value 21 Sample pilot-based opportunity assessment Pilot Build, test, roll outPilot Build, test, roll out Discovery Day Define relevant set of use cases and select pilot Pilot Build, test, roll out Data profiling Internal data External data Identify levers of value for field services improvement Explore the âart of the possibleâ Assess internal data quality based on a client data sample Business case Identify and validate additional external data sources Business case per identified use case Review external best practices Develop a long list of use cases / hypotheses Create roadmap for pilot implementation and start activities A B C D A B C D 8 â 10 weeks
22.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 We support our clientsâ servitization initiatives with a set of digital advisory offerings 22 Capgemini Consulting Advisory Offerings 1 Assessment 2 Strategy & Design Advisory Digital Scan for Smart Services (~4 Weeks) § Operating Model Design § Organizational Design § Business Model Design § Process Design § Strategic Change Management § Data & Analytics § Knowledge Management § Asset Management § Inventory Optimization § Invoicing & Billing Optimization § Fleet Management Optimization § Manufacturing and Product Development Improvement Sample Target Value § Cost to Serve § Inventory Carrying Cost § Real-time Information § Revenue Sources & Cash Flow § Agent Productivity § Customer Satisfaction, Loyalty
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Capgemini helps clients exploit the business potential of Smart Services 23 § Review of the product and service portfolio for adaptation requirements § Re-engineering of product portfolio to CPS § Service innovation and implementation § Apply customer value analtics to improve revenue and profit § Assess your digital maturity and market potential § Identify and develop business opportunities § Design the business model § Develop the roadmap towards Smart Services How can Capgemini support clients in this Transition? Definition & establishment of security and communications standards (e.g. security solution on device level and corporate M2M-communication standards) Strategy & Roadmap Product & Service § Design, implementation and operation of digital platforms (e.g. the service cloud) and infrastructure § Integration platforms (vertical and horizontal integraztion) § Reference architecture § Design and implemen-tation of digital business processes Operational Execution § People and culture transformation § Leadership skills transformation § Transform towards end-to-end engineering integration Transformation
24.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 The Field Service Journey 24
25.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Component Details 25 Field Service Dispatcher ConsoleOptimizationScheduling Service Cloud Appointment Booking Resource Mgmt Adv. Assets & Install Base Entitlements & SLAs Work Orders IoTIntegration Platform Service Contracts Cases Analytics Knowledge Mobile w/ Offline Console Products & Parts S1 MobileSFX Lightning Workflow
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 54% Siloed teams and processes Poor resource allocation Disconnected from CRM of companies are using manual methods to handle field service Lack of mobile support Current systems are inefficient and costly Field Service Management is Challenging
27.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Connect your entire workforce Put agents, dispatchers, and mobile employees on one platform to deliver 360 degree support Intelligently schedule and dispatch work Automate scheduling based on skills, availability, and location to optimize on-site service Track and manage jobs in real-time Update work orders, change requests, and job status anytime, anywhere Best-in-class field service solution built on the worldâs #1 service platform Introducing: Field Service Lightning
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Service Agent Dispatcher Field TechnicianCustomer Optimize job scheduling based on your business rules Real-time insight into service operations Run service tasks on-site from any device Access key information to complete the job quickly Get a complete view of the customer Create and schedule a Work Order from any case Book a service appointment anywhere, anytime Have the technician arrive on time with the right skills Connect customers, agents, dispatchers, and service technicians on a single platform Streamline Operations Across the Entire Service Chain
29.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 FSL+ Feature List 29 Feature Use Case Use Case Definition Time Sheets Manage Time Sheet Header to control Time Sheet Process Time Sheet exist in FSL roadmap. Custom Object Configuration. Configurable. Allows multiple. Manage Daily Time Sheet to contain individual Time Entries Daily Time Sheet container which contains Time Entries. Custom Object configuration Create Time Entries to capture Event, Task or Work Order Debrief Entries Created from things Task, Event or Service Order Debriefs. Custom Object Configuration Configurable? Allows for adding objects and changing relevant fields. Submit Time Sheet Header or Time Sheet Summary for Approval Submit Header or Daily for approval. Standard Approval Process Auto Create Time Entries and Daily Time Sheet based on Time Sheet Header settings Customization to create Daily Time Sheet and Time Entries Configurable Mobile configuration for timesheet entry User can enter/submit timesheets via SF1 app Labor Debrief Add Labor Lines to Work Order Custom Object Configuration. Custom way to add Parts (VF) Multi-Add Retrieve Labor Rates for Work Order Debrief 1.5 Assign Technician to Labor Lines Custom Object Configuration Mobile configuration for labor debrief User can debrief on labor within SF1 app
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 FSL+ Feature List 30 Feature Use Case Use Case Definition Part Debrief Add Part Lines to Work order Custom Object Configuration. Custom way to add Parts (VF) Multi-Add Manage Inventory for Locations and Technicians Customization to manage Inventory and increment or decrement stock Stock Locations and Trunk Stock Mobile configuration for parts debrief User can debrief parts within SF1 app Preventive Maintenance Create Preventive Maintenance based on Asset Attributes Custom Objects Configurations Auto Create Case or Work order based on Preventive Maintenance Customization to include auto create Case or Service Order Configurable. Allows for configuration of Case and Work Order creation times Create Preventive Maintenance from PM Templates Custom Objects Configurations. PM Plan functionality Relate Preventive Maintenance to Service Contracts Custom Objects Configurations. Service Plan functionality Steel Brick (Contracts) Report on SteelBrick Contract Data Standard Report using Service Contract information Create specific coverage for Entitlements(Time, Materials, Services) CPQ Configuration to create Service Contracts, Preventive Maintenance, and Warranties Creation from templates Perform Manual Entitlement for Case Or Work Order Add Warranty or Service Contract to Case or Work Order using custom manual Entitlement process Perform Auto Entitlement for Case or Work Order Add Warranty or Service Contract to Case or Work Order using custom auto Entitlement process Submit Service Contracts for Approval Standard Approval process
31.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 FSL+ Proposed Data Model 31
32.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Enhanced Work Order Debrief â also available on mobile 32
33.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Time Sheet Record 33
34.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Timesheet Create/Edit 34
35.
Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 Preventive Maintenance 35
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Copyright © Capgemini
2016. All Rights Reserved Capgemini at Dreamforce 2016 FSL+ Capability Matrix 36 Capability FSL FSL+ FSL+ Added Functionality Time Sheets X X âą Time entries for events, tasks, work orders âą Auto-creation of time entries from timesheet header âą SF1 timesheet submissions/approvals Part/Labor Debrief X X âą SF1 Debrief âą Labor Pricing âą Multi-Add parts Inventory Management X âą Stocking Locations âą Stock Increment / Decrement Preventative Maintenance X âą Configurable PM Plans âą Auto-generate Case âą Define PM Schedule/Frequency Steel Brick (Contracts) : Contracts, Warranties, and Entitlements X âą Create specific coverage for Entitlements (Time, Materials, Services) âą Work Order Entitlement Process âą Contract approval processes
37.
The information contained
in this presentation is proprietary. © 2016 Capgemini. All rights reserved. RightshoreÂź is a trademark belonging to Capgemini. www.capgemini.com About Capgemini With more than 180,000 people in over 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2015 global revenues of EUR 11.9 billion. Together with its clients, Capgemini creates and delivers business, technology and digital solutions that fit their needs, enabling them to achieve innovation and competitiveness. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experienceâą, and draws on RightshoreÂź, its worldwide delivery model.
38.
The information contained
in this presentation is proprietary. © 2016 Capgemini. All rights reserved. RightshoreÂź is a trademark belonging to Capgemini. www.capgemini.com About Capgemini With more than 180,000 people in over 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2015 global revenues of EUR 11.9 billion. Together with its clients, Capgemini creates and delivers business, technology and digital solutions that fit their needs, enabling them to achieve innovation and competitiveness. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experienceâą, and draws on RightshoreÂź, its worldwide delivery model.
39.
The information contained
in this presentation is proprietary. © 2016 Capgemini. All rights reserved. RightshoreÂź is a trademark belonging to Capgemini. www.capgemini.com About Capgemini With more than 180,000 people in over 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2015 global revenues of EUR 11.9 billion. Together with its clients, Capgemini creates and delivers business, technology and digital solutions that fit their needs, enabling them to achieve innovation and competitiveness. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experienceâą, and draws on RightshoreÂź, its worldwide delivery model.
40.
The information contained
in this presentation is proprietary. © 2016 Capgemini. All rights reserved. RightshoreÂź is a trademark belonging to Capgemini. www.capgemini.com About Capgemini With more than 180,000 people in over 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2015 global revenues of EUR 11.9 billion. Together with its clients, Capgemini creates and delivers business, technology and digital solutions that fit their needs, enabling them to achieve innovation and competitiveness. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experienceâą, and draws on RightshoreÂź, its worldwide delivery model.
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