...Fastreact Training Package Tutor’s Guide Fast React Systems Limited. Evolution House, Stephenson’s Way, The Wyvern, Derby DE21 6LY www.fastreact.co.uk Fast React Asia 11 Floor, 253 Asoke, Sukhumvit 21 Road Klongtoey-Nua, Wattana, Bangkok 10110 Telephone 662-664-3326 Fax: 662-664-3325 ISSS #19, Pallavan Street, Ambal Nagar Ekkattuthangal, Chennai-600 097 th FASTREACT TR AINING COURSE – TUTOR GUIDE General Information The Fastreact Training Package comes with a pre-configured ‘admin’ account. To start the Training Package launch the application FRTPv4.exe which should be setup as a shortcut from the desktop to the server folder where all the program and database files have been installed. Getting Started When logging into the training course for the first time the user name and password is the same for both: admin. User names and passwords are not case sensitive. It is a good idea to change the password to something that only you know. To amend the ‘admin’ user’s password: Ø Ø Ø Ø On the ‘Account management’ tab ensure that the username ‘admin’ is shown in the drop down box for ‘Login name’ Enter a new password in the ‘Password’ field Enter the new password again in the ‘Confirm password’ field Click the Password button Please make a note of this password as it may only be cleared by Fast React Systems Ltd or their appointed agents. Administrative functions: The administrative functions within this training course provide the ability to: Ø Ø Ø Ø Ø Create and...
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...How to Measure Customer Satisfaction Murali Chemuturi Introduction Project-based organizations place a lot of emphasis on customer satisfaction, and rightly so, as customer satisfaction is the key for improving these companies’ internal processes. A customer satisfaction rating (CSR) is often obtained through a questionnaire—the customer satisfaction survey (CSS). This method, however, suffers from the drawback of customers likely being emotionally influenced while filling out these questionnaires. Naomi Karten, an expert on the subject of customer satisfaction (www.nkarten.com), states in her seminar Tales of Whoa and the Psychology of Customer Satisfaction: “People tend to rate service higher when delivered by people they like than by people they don’t like.” Karten also goes on to describe what one can do to be “likable.” More often than not, Karten contends, the CSS rating received from the customer represents perceived feedback rather than impartial feedback. This is not to say that companies do not get any value from customer-filled CSR forms. But they must recognize that responses can be emotionally based, and that the customer is not one person, but an organization—meaning multiple people. While so, only one person represents the organization and fills out the survey. Would this person consult all concerned before filling it out? Ideally, he or she should, but often, he or she will not. This gives rise to the need for a way to compute a CSR based on internal data—data...
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...billion with total assets of more than $34 billion. Cost of goods sold in 2006 was approximately $15 billion. Complex Parts, Inc. had been a supplier of John Deere for the past 10 years with annual sales to their Moline unit of approximately $3.5 million. They supplied Deere with a key manufactured part requiring significant engineering input and testing. Two other Deere suppliers were capable of supplying this part; however, Complex Parts was providing all of Deere’s needs at the time. They had always taken a proactive approach to their dealings with John Deere, with sales engineers visiting weekly, participating in Deere’s cost reduction strategies, staying up with Deere’s design changes, and internalizing the Deere Product Quality Plan. Complex Parts was interested in increasing their sales to Deere. John Deere’s Achieving Excellence Program The Achieving...
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...Co-ordinate the delivery of an efficient and effective integrated facilities management service across various allocated Council/ Partner premises in order to assist with the promotion, delivery and integration of the Council`s key objectives; specifically in relation to the Community Plan, Shared commitments, Single Outcome Agreement and Best Value. A. Area of Responsibility 1. Co-ordinate and supervise the delivery of property, maintenance and security related tasks across various serviced premises ensuring all activities are carried out in accordance with established procedures, agreed guidelines, risk assessments and regulations. 2. Co-ordinate and supervise the delivery of planned and unplanned cleaning services across various Council / Partner premises ensuring the agreed task schedules and Service Level Agreements are achieved. 3. Monitor the delivery of services carried out by the Facilitates Assistants and Cleaners across various premises ensuring all activities are completed in accordance with Service Level Agreements. 4. Assist with the implementation of service initiatives and improvements related to the operational delivery of Facilities Management Service tasks and activities within the allocated range of premises. B. Functional Responsibilities 5. Monitor and review maintenance, cleaning and security activities carried out across the allocated range premises ensuring appropriate actions are undertaken to resolve any service delivery matters...
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...Laudon, 2011). This case study also shows that before the package is picked up, the data from the scannable bar coded label is transmitted to one of UPS’s computer centers in Mahwah, New Jersey, or Alpharetta, Georgia and sent to the distribution center nearest its final destination. This information is processed using special software to create the outputs such as efficient delivery route for each driver that considers traffic, weather condition, and the location of each stop. The UPS has spent a great deal of money investing heavily in advanced information technology. According to the UPS website “UPS has implemented several tools and procedures, called Package Flow Technologies, to optimize delivery routes. PFT includes a suite of hardware and software designed, in part, to help drivers plan the most effective route - before a package is even loaded into a delivery vehicle” (UPS Pressroom, 2009). UPS has also revolutionized its delivery system when it established and installed the leading Delivery Information Acquisition Device (DIAD). The DIAD is the most comprehensive tracking device in the delivery industry, providing UPS service providers with data gathering and transmission...
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...you will know the training has had the intended impact success criteria* of the training should be identified. This stage will help those who identify training needs to consider why the training is required and its expected outcome and impact. * How you will measure if the training has met the original need i.e. brought about intended change in behaviour, performance etc. Stage 2 - Design of training solutions This stage covers planning, design and development of magistrate training. It aims to ensure that a systematic and consistent approach is adopted for all training solutions. Training solutions cover face to face training and open and flexible learning including e-learning. Stage 3 - Delivery of training solutions This stage of the training cycle ensures that the delivery of the training is effective and provides opportunities for the learners to learn. This will involve choosing the most appropriate format for meeting training needs, and taking advantage of different training methods. Stage 4 - Application of training in the court environment This stage of the training cycle is concerned with ensuring that all learning outcomes are applied and reinforced in practice within the court environment. This stage will help those who monitor the development of individual learners and review their progress. Stage 5 - Evaluation of training solutions This stage of the training cycle deals with the collection, analysis and...
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...Assignment on BlueDart Submitted to : Prof Poonam By Sarabjeet Singh Johar Ty-BMS Sem-V Roll No 14 About Blue Dart Blue Dart is South Asia's premier courier, and integrated express package Distribution Company. Blue Dart have the most extensive domestic network covering over 25,498 locations, and service more than 220 countries and territories worldwide through Blue Dart Sales alliance with DHL, the premier global brand name in express distribution services. Blue Dart vision is to establish continuing excellence in delivery capabilities focused on the individual customer. In pursuit of sustainable leadership in quality services, Blue Dart have evolved an infrastructure unique in the country today: | | | State-of-the-art Technology, indigenously developed, for Track and Trace, MIS, ERP, Customer Service, Space Control and Reservations. | | | Aviation, dedicated capacity to support our time-definite morning deliveries through night freighter flight operations. | | | A countrywide Surface network to complement Blue Darts air services. | | | Warehouses at 53 locations across the country as well as bonded warehouses at the 7 major metros of Ahmedabad, Bangalore, Chennai, Delhi, Mumbai, Kolkata and Hyderabad. | | | ISO 9001 - 2008 countrywide certification by Lloyd's Register Quality Assurance for Blue Darts entire operations, products and services. | | | Ecommerce B2B and B2C initiatives including partnering with some of the...
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... | | |Experience of working with vulnerable client groups. | | |SUMMARY | |The Night Assistant will work across a defined geographical area assisting in the delivery of a high quality support & housing service to the | |clients | |To assist in the delivery of support and security to clients of our supported schemes. | |KEY TASKS | |Strategy and service development | |1. |Have an awareness of the clients groups support needs, and contribute as directed to the delivery their agreed outcomes. | |2. |Implementing night security systems, ensuring overall safety and security of the scheme....
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...billion with total assets of more than $34 billion. Cost of goods sold in 2006 was approximately $15 billion. Complex Parts, Inc. had been a supplier of John Deere for the past 10 years with annual sales to their Moline unit of approximately $3.5 million. They supplied Deere with a key manufactured part requiring significant engineering input and testing. Two other Deere suppliers were capable of supplying this part; however, Complex Parts was providing all of Deere’s needs at the time. They had always taken a proactive approach to their dealings with John Deere, with sales engineers visiting weekly, participating in Deere’s cost reduction strategies, staying up with Deere’s design changes, and internalizing the Deere Product Quality Plan. Complex Parts was interested in increasing their sales to Deere. John Deere’s Achieving Excellence Program The Achieving...
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...Question 1 What are the major issues facing Tom and Mason Miller? 1. Strategies changed by the client Manufacturers were developing strategic partnerships with parts suppliers to ensure the timely delivery of high quality, cost-effective parts. This approach allowed funds to be diverted to other uses that could provide a larger return on investment. 2. Changes in order needs in an unexpected way, as order for multiple molds are declining but order size for plastics is increasing. The impact on Custom Molds could be seen in sales figures over the past three years. The sales mix was changing. Although the number of orders per year for mold fabrication remained virtually constant, orders for multiple molds were declining. The reverse was true for plastic parts, for which the number of orders per year had declined but for which the order sizes were becoming larger. (Refer to the data provided) 3. Late delivery This is occurred to most of the plastics parts. Customers were complaining that parts orders were taking four to five weeks instead of the stated three weeks and that the delays were disrupting production schedules. Total time from order placement to receipt by customer is much longer than promised. This problem arises as the master scheduler was not able to determine the priority of a particular order and unexpected bottlenecking occurred during the production process. 4. Defective parts delivered to customer. Parts were returned to Custom Molds Inc after...
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...personal references. The personal reference usually led to numerous applicant but it also could have the adverse effect on them if a client wasn’t satisfied with the work The diagram also focus on member recruitment which is very important. The club is on a strict timeline because all projects have to be completed by the end of the year. In order for that to happen, all officers and elected officials decision had to be done and approved by October. Member’s recruitment was based on previous member experience. Where the member had a good or bad experience would affect the increase or decrease in the number of perspective member signing up. In most case, some of the members that had a negative experience with the group, not only make plans of not returning but they would encourage other not to sign up. They even would try to encourage other members to leave the organization also. Also the overall dynamics of the projects and the reason why they were failing is examined. My recommendation to OCI in regards to client acquisition is to continue with the advertising aspect of...
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...online instead of traveling to a physical store. All of their locations receive their food from one 300,000 square-foot production center, which means FreshDirect does not carry the burden of paying for retail space. Their mission is to buy locally as much as possible, so customers know their ingredients are fresh. As an online delivery grocer, the website is main artery of the whole operation. This is where customers can customize their meat cuts, review in-season and out-of-season produce, choose their delivery time, and pay for their order. By eliminating the middleman, customers can directly order produce, meat, seafood, baked goods, and coffees that are customized to their specifications. Online grocers have become increasingly popular in metropolitan areas during the last decade. In 2010, FreshDirect’s revenues accumulated to over $250 million, while total online grocery shopping sales were estimated to be about $8.4 billion. FreshDirect still faces numerous challenges like the rising cost of fuel, pressure from environmental groups to be more eco-friendly, and a large accumulation of traffic violations when trucks double-parked during deliveries. The company continues to improve, and has even implemented a 5-star rating system in which customers can view and rate the food for others to view online. All of these elements have aided in their success, but they must continue to keep up with technology to remain market leaders. Situation Analysis Strengths FreshDirect’s...
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...alternatives when dealing with LANs, WANs, MANs, BNs, and the Internet, so a reallife network design and development problem can have several workable answers. As with any real-life problem with ambiguities or unresolved considerations, you must make your own assumptions. Feel free to read ahead or use the index to find related subjects that support your recommendations. Your instructor may provide additional guidelines regarding report formats, Web and library resources, key assumptions, and the like for the various questions and problems presented in this case study. Be sure to provide adequate justification for any recommendations you make. (NDAS) was founded in 1985 to compete in the expanding market for overnight package deliveries. NDAS provides local pickup and delivery of these parcels and other small freight items. The founders initially restricted their efforts to the rapidly growing central Florida region. To support its operation, NDAS purchased a facility near the Tampa International Airport. This facility consisted of a main building and a secondary building for dispatch and fleet maintenance. Because NDAS intended to expand its services throughout the southeastern United States, this facility also served as NDAS’s corporate headquarters. Between 1985 and 1992, NDAS experienced very rapid growth. As...
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...ББК81.2 Англ-9 П15 ПРЕДИСЛОВИЕ Пособие «Business English» предназначено для широкого круга лиц, активно использующих английский язык в коммерческой деятельности, требующей знаний иностранного языка. Оно может быть использовано как составная часть стабильного учебного материала в учебных заведениях деловой ориентации, на курсах и в кружках по изучению делового английского языка, а также для целей дистанционного обучения. Применение пособия предполагает знание нормативной грамматики и наличие лексического запаса в объеме 1500-2000 лексических единиц. Цель пособия - представить образцы ведения переписки и переговоров по широкому кругу актуальной коммерческой тематики и обеспечить ее усвоение. Тематика включает следующее: 1. Контракт купли-продажи, его заключение, выполнение. 2. Выполнение проектной документации, контракт на ее подготовку и продажу. 3. Поставка товара и оборудования. 4. Командирование специалистов за рубеж по контракту. 5. Торговые операции через агентские фирмы, участие в торгах. 6. Продажа лицензий, франчайзинг. 7. Строительство крупных объектов, а также строительство на условиях «под ключ». 8. Формы сотрудничества типа консорциум. 9. Транспортные операции. 10. Претензии, арбитраж. Тематический принцип построения пособия дает возможность использовать его как цельное учебное пособие, так и для выборочного изучения нужной тематики. Структура. Пособие включает 11 тематических разделов, список письменных штампов, используемых в переписке, англо-русский и русско-английский...
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...nswer: Using a handheld computer (DIAD ), UPS drivers automatically capturecustomers’ signatures along with pickup, delivery, and time-card information. Thedrivers then place the DIAD into their truck’s vehicle adapter, an information-transmitting device that is connected to the cellular telephone network. Packagetracking information is then transmitted to UPS’s computer network for storageand processing in UPS’s main computers in Mahwah, New Jersey, andAlpharetta, Georgia. From there, the information can be accessed worldwide toprovide proof of delivery to the customer or to respond to customer queries.(asinputs) Through its automated package tracking system, UPS can monitor packages throughout the delivery process. At various points along the route fromsender to receiver, a bar code device scans shipping information on the packagelabel; the information is then fed into the central computer. The people who areshipping packages can access the UPS website to track packages, checkdelivery roots, calculate shipping rates, determine time in transit and schedule apick up. Businesses can use the website to arrange UPS shipments and for billing the accounts. Q2. What technologies are used by UPS? How are these technologies related toUPS’s business strategy? Answer: Since 1985 UPS began to improve their data networking applications.They built up their IT network and database in order to collect and track over 200data elements for every single package. Through UPS.com new UPS could...
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