14.04
2017

Idling Vehicles & The Fight Against Fuel Consumption

The City of Ontario, California recently implemented a pilot of anti-idling software across a variety of vehicles. In June 2016, according to the city’s fleet services manager Craig Grabow, Ontario calibrated five vehicles within its fleet with the software, while establishing an equal number of vehicles as the control group. Three of the vehicles operating under the pilot software were from the Police Department, while the remaining two belonged to Utilities and Parks & Maintenance.

The vehicles running the anti-idling software idled, on average, 56% of the time they were in use. Spending over half of their use-time idling led to the consumption of 140 gallons of fuel per month, per vehicle. This idle time, combined with the average cost of gas being $2.78, resulted in $389.2 worth of gas consumed per month, per vehicle. The experiment confirms the incredible costs idling vehicles burden businesses with.

The anti-idling technology enabled the vehicles to consume 22.5 gallons of gas less per month on average. With the price of gas remaining $2.78, the average saving for each vehicle being $62.55 per month and the yearly savings reaching $750.60.  The savings may seem relatively small when compared to the overall expenditure businesses experience, but (if applied to the entirety of the City’s fleet of 1,000 units) can total over $750,000.

 

Where Does Actsoft Come In?

 

Actsoft provides technology that provides users with the ability to set up alerts with predetermined parameters that, when reached, immediately notify users with an email. Idling vehicles are just one of the many threshold alerts Actsoft software provides, relaying the times vehicles are left running while not in explicit use. When establishing the alert parameters, administrators can specify a time that a vehicle can idle for before the alert is triggered. This grants administrators the power to decide what constitutes a negative instance of idling.

While vehicles within your fleet may make several stops during each workday, each stop does not equate to an instance of idling. Setting parameters at a reasonable interval allows your employees to maintain a workday without rushing to avoid an idle alert and prevents you from being overwhelmed by the reported incidents.

Idle alerts open the door for businesses to curtail the amount of fuel consumed by their fleet.  With, according to Sustainable America, 3.8 million gallons of fuel consumed by idle vehicles in the United States daily, implementing an idling software is one step in shoring up the costs hemorrhaging your business.

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07.04
2017

What Makes A “Good” Website From A Marketing Standpoint?

Website design has grown into an art form unto its own in the current day-and-age. A broad spectrum of teams put their time and energy into a website in order for it to come to fruition, the gamut running from development to executive. Once it reaches completion, your website becomes the first impression your brand has on visitors to the site. Businesses often design their websites with visual appeal at the forefront of their priorities, while website functionality takes a backseat: a mistake that can be rather costly when marketing their services through their website.

In a recent discussion on website creation, I heard a phrase on what you want your website to be in order to leverage it from a marketing standpoint: “Simple, Intuitive, and Effective.” Those three words rang home with me and I hope they will with you as well:

Simple

When you are designing your website, you want it to be visually appealing. After all, attractiveness is the foundation of any marketing strategy. However, oftentimes we become carried away with focusing on our websites being “pretty” and less on accomplishing their “purpose.” The use of unconventional and interesting designs in order to separate your website from others may dissuade visitors from spending more time on your site.

Coupled with the distractions of a complex website are the slower load times. Maintaining the attention of visitors to your website becomes increasingly difficult with the bombardment of input from multiple platforms. This makes the speed at which your website loads critical to converting visitors into customers. Checking your Google Analytics Site Speed reports grants insight into how fast your website is loading, with under four seconds as your target.

  • Function Over Beauty.
  • Don’t Hide Your Site’s Purpose Behind “Glitz & Glam”
  • Speed > Decoration

To remix an age-old idiom: Keep It Super Simple.

Intuitive

The most straightforward aspect of website creation is ensuring that it is “intuitive.” When someone visits your site, there should be little-to-no confusion as to what is the next step. There should be a flow to your website, directed “Calls-To-Action,” that carry visitors to the next logical step.

  • It Should Be Clear What Visitors Should Do Next.
  • Display Menus & Navigation Buttons Clearly. Do Not Hide Them Behind Design Features.

Effective

Your website can not only look good and be easy to navigate, but it must also be effective in converting visitors into leads. If we envision your website as an actual highway in the shape of a figure-eight, we can equate the site traffic as the actual cars on the road. If these cars travel this figure eight, they will continue to drive its length without any exits – eventually leading to frustration, disinterest, and (most importantly) a lost lead.

Now, each Call-To-Action on your site would be the equivalent to a highway exit. Some of your traffic may want to get off on exit “Download a case study in exchange for an email address.” Other members of your traffic may choose to get off at “subscribe to the weekly blog,” while others drive around aimlessly until they see exit “create a username and password.” The rate at which you convert visitors into leads is the measure of the effectiveness of your website.

  • Your website is generating traffic, but is it retaining visitors? Are they checking out available features? Are they subscribing to your mailing list via email?
  • Distribute your Calls-To-Action strategically throughout your website.
  • Give-to-Receive. Make the prospect of sharing information enticing to the visitor.

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31.03
2017

Data is King: The Road to Self-Driving Vehicles

Data is the “cash cow” of the digital age. Like gold and oil in decades past, there is a rush to accumulate as much data about consumers as quickly as possible. Companies like Facebook and Google are acquiring and making a fortune off the sale of said data. Matt McFarland of CNN tech explains the current environment surrounding data acquisition and the proliferation of sensory technology in our vehicles.

The increased presence of sensors and cameras within modern cars yield greater ability to monitor performance and surroundings. Today’s vehicles can identify which part of the car’s interior needs maintenance or if there are obstacles around us as we drive. These sensors generate data that is analyzed in the hopes of creating self-driving vehicles.

Self-driving cars would generate immense amounts of data (1 gigabyte per second according to Tom Coughlin, Founder of Coughlin Associates). The possibilities created by these acquisitions are equally immense. Vehicles will potentially be able to relay the location of specific landmarks like parking spaces in a crowded lot, for instance. While the ability to locate a parking space from a single application on your phone is beneficial, it is only one positive change self-driving vehicles could bring about.
 

How does that affect your workforce?

Self-driving vehicles would remove driver necessity in the transport industry. Taxis, cargo trucks, etc. would find their once human-operated vehicles controlled by a computer receiving incredible amounts of data as it travels.  There would not be payroll discrepancies about overtime wages. Gone would be the days of driver error resulting in accidents (which result in $242 billion a year in the United States). Like the invention of the mechanized assembly line, the widespread implementation of self-driving vehicles would make the use of anything else obsolete.

McFarland mentions that the presence of affordable autonomous travel would exponentially expand the travel market. Transportation companies would be able to enter and reach people in the developing world who are unable to afford vehicles of their own or transport services operated by human drivers. The presence of vehicles always connected to the internet opens up the avenue for location and time based advertisements. Companies could not only generate revenue from the use of vehicles and the sale of vehicle data, but also from advertisers trying to reach constituents in a particular region.

Self-driving vehicles can potentially streamline the route optimization and dispatching processes of your fleet – new orders will no longer have to be communicated from headquarters, as the car nearest a request would immediately get the request. Traffic congesting routes would be circumvented as the car receives data on the various paths towards its destination.

The advent of the self-driving vehicle will be disruptive to various industries. Companies will have to adjust their processes should the benefits outweigh the costs.

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17.03
2017

It’s Morphin’ Time! – Dispatching & Disasters

Few franchises embody the 90s like the “Mighty Morphin’ Power Rangers” do. In an era where “attitude” and martial arts were huge draws to the American audience, Power Rangers was an undeniable juggernaut. With over twenty years of installments and a new movie premiering this March, the appeal of the Power Rangers is still burning strongly.

A staple of the Power Rangers is gigantic clashes between massive monsters and the heroes’ equally large Megazord. More often than not, the arena for these titanic throw-downs would be a densely populated, urban metropolis. While there is no doubt the skyscrapers and bridges provide an excellent battlefield, there is a question that hangs over the course of the battle: Who cleans up this mess when they’re done?

Giant monster fights in the series tend to occur in the middle of cities without warning, much like an earthquake. Similarly, they compromise the structural integrity of buildings, roadways, and bridges along with endangering the lives of the civilians in the surrounding area. The aftermath of both of these disastrous occurrences typically breeds the following results:

1. Damaged or blocked thoroughfares

  1. Areas in more critical need than others
  2. Lives in danger in specific areas of the city.

Common occurrences in times of disaster, the results bred by in the aftermath require immediate action in order to mitigate the potential costs. The dispatching processes of rescue and construction crews must operate like a well-oiled machine in order to respond quickly and efficiently. In order to do so, these crews have to have:

  • Awareness of their workforce in relation to the areas that require immediate attention
  • A clear map of the area in order to direct teams along the fastest routes to their destination
  • The ability to clearly and quickly relay information between supervisors and the mobile workforce

Actsoft provides technology that opens the door for quicker responses to disastrous events. With our GPS tracking feature, dispatchers are granted near real-time updates to the location of their workforce in relation to ground zero of the disaster. With a well-mapped image of the area, dispatchers can coordinate their teams to respond effectively to zones of the city affected by the monster battle. This visibility allows dispatchers to ensure teams that are closest to an area are the ones to respond, reducing the reaction time. Finally, a clear and constant channel of communication allows dispatchers and mobile crews to relay information from the field. A disaster zone is a constantly evolving theater; the situation changing as time progresses. With the ability to receive real-time information from the field, dispatchers can orchestrate their team into an effective flow, instead of being bogged down in a quagmire of slow information and confusion.

The disastrous effects of a gigantic monster battle in the middle of a city, while glanced over in the Mighty Morphin’ Power Rangers, can be anything, but ignored in real life. Much like an earthquake, they come without any prior alerts and do significant damage. Actsoft’s software ensures that, when disaster strikes, your dispatching and mobile workforce is ready to “Go, Go!”

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06.02
2017

Good Communication: The Foundation of Success

Communication is key.

Whether it is between first responders to a natural disaster or two people in a relationship, communication is imperative. The only way to achieve any measure of success is for all parties involved to have a strong sense of transparency by consistently and clearly relaying information with one another. The sentiment rings true even for businesses managing mobile resources.

With business entities’ extending their reach across larger geographical regions, the need for a means to organize their workforces effectively becomes even more crucial. Like the common carpenter ant colony, a business must have a hierarchy by which it adheres to in order to ensure its continued growth and survival.  In the same way that these ants establish channels of pheromones in order to relay messages, so must workforces maintain clear channels of communication in order to accomplish tasks, both big and small.

Push-To-Talk is one method that has served to connect business managers to their workforce. For the last few decades, employees have been able to receive clear and concise messages at the push of a button. As technology marches onwards, the means for enhancing the effectiveness of PTT are developed and become readily available to growing businesses.

GPS Tracking – In 2008, a study showed that 94% of fleet managers did not “know the whereabouts of their fleet vehicles.” That lack of knowledge proves detrimental towards the company; higher fuel costs, payroll expenses, and poor customer service are all problems that can arise from this ignorance, all of which can cause a business to collapse under its own weight.

However, when managers introduce a GPS tracking solution to their workforce they grant themselves an increased visibility of their employees. This, in turn, mitigates losses associated with fuel consumption, misuse of workhours, and dissatisfied customers.

The true benefit yielded by GPS tracking is only available when used in tandem with a Push-To-Talk solution. The synergy provided by the coupling of these two solutions allows managers to not only locate their employees in the field, but also to coordinate with them effectively within a moment’s notice. The utility towards accomplishing jobs is, alone, a great boon. However, the ability for one’s workforce to react in near real-time is a priceless resource, especially in an emergency.

Managing your workforce’s movements places you in the position of a general commanding his army. Winning battles relies not on how many soldiers are in the field, but by how quickly they can receive and react to information. In the battle that is market dominance, Push-To-Talk solutions grant workforces the clearest and quickest form of communication. However, Sun Tzu wrote in The Art of War that “When the enemy occupies high ground, do not confront him.” What better way to seize the high ground than with Global Positioning Satellites? Combine your Push-To-Talk and GPS tracking solutions and seize victory.

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20.01
2017

Workforce Management & The Return On Investment: Tracking

Workforce management is a multifaceted area spanning wireless forms, dispatching, timekeeping, and vehicles. We have explored how these aspects work together to bolster the efficiency of a business over the course of time. This week, we focus on the final aspect of workforce management: Tracking.

“Knowledge is Power” is an age-old idiom. Within the realm of workforce management, knowledge of your employees and their whereabouts directly relates to the productivity (or power) of your business. When employees are operating remotely, their actions are not completely transparent to their managers. Unfortunately, some employees take advantage of this lack of visibility to steal time from their employers.

According to a study conducted by Software Advice, 43% of shift workers steal time from their employer. Nearly half of the surveyed workers admitted to reporting more hours completed to their employers than they actually worked. Forty-one percent of those employees reported that they recorded 20 minutes of illegitimate time each day.

Revisiting Paul’s Pool Cleaning Company, we can calculate how inaccurately reported time is affecting his company:

If Paul has ten employees, we can conclude (based on Software Advice’s survey results) that four of them are reporting inaccurate times. For the sake of simplicity, let us assume each of these employees is stealing twenty minutes of time each day driving around doing activities unrelated to work.

20 minutes stolen/day
X 4 employees
80 minutes stolen/day
X 4 weeks/month
1600 minutes stolen/month
X  12 months/year
19,200 minutes stolen/year

The average pay for a pool cleaner is $12.15 per hour, which would equate to a total of $3,888.00 in wages paid per year for hours stolen from Paul’s company. Theft of time, while seemingly insignificant, can result in destructive hemorrhaging to the company’s success.

Tracking technology, however, alleviates the issue of employees taking liberties with company time.  Workers reduce deviations from their work route when visibility is increased, trimming their miles driven by 10%. Employees drive an average of 150mi per day, totaling in 36,000mi per year. Implementing tracking software reduces the miles traveled by each employee per year by 3600mi. The average company vehicle gets 15mi to the gallon, which (over the course of a year) would equal 240 gallons of gas burned per year by each employee as they stole time from their company. Multiply that by the four employees stealing time from Paul’s Pool Cleaning Company:

240 gallons of gas burned on stolen time/year
X  4 employees
960 gallons of gas burned on stolen time/year
X $2.00 (the average price of gas in the United States)
$1920.00 spent on fuel burned on stolen time/ year for just four employees!

Paul’s company, without tracking technology, is suffering on two fronts: nearly four thousand dollars in wages paid for hours unworked each year and nearly two thousand dollars in fuel purchased but used for non-work related activities. Both of these issues are almost immediately resolved with the investment in tracking technology: the increase in transparency between Paul and his employees serving as a deterrent to time theft. If coupled with timekeeping initiatives, Paul would find his company streamlining its processes and sealing itself against potential loss incursions.

The journey to achieving peak efficiency is one filled with multiple stops before reaching your ultimate destination. While that journey may seem long, each stop along the way is necessary in order to see change across the board. A meticulous approach to the improvement of each aspect of your workforce will yield the results you desire.

Have any questions on how Actsoft can help you?

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16.01
2017

Workforce Management & The Return On Investment: Vehicles, Part II

Last week, we explored the management of the vehicles within your workforce. We primarily focused on the benefit that tracking your equipment provides against theft. While defending against theft is imperative, it is not the only way to manage the non-human components of your workforce.

Vehicles, in order to continue to contribute to your business effectively, require constant inspection and careful attention paid to how they are used. Vehicular management can present itself in the flavors of the maintenance of the vehicle’s parts to ensure it remains a part of the fleet and a detailed look at the vehicle’s fuel consumption to combat unnecessary expenses.

Maintenance

Your workforce is a machine, and for it to operate efficiently, it requires routine maintenance. Your vehicles are, literally, no different. While maintenance of vehicles is imperative, more often than not, people will address maintenance issues after they have arisen. Whether it be due to neglect or forgetfulness, this approach is reactive and can be detrimental to your equipment.

Once again, we look at Paul’s Pool Cleaning & Construction Company. Paul employs ten cleaners, each of whom drive one of the trucks in Paul’s fleet. Knowing that Paul has implemented dispatching, we can conclude that each of these ten workers completes six assignments each day. Each driver generates $600 per day and $3000 per work week.

Now, let’s assume that Paul forgets to take two of his trucks in for their routine inspection. The result is a wrecked engine, requiring a full replacement. The cost incurred by each replacement is $3000, but Paul’s business also suffers the loss of revenue generated by both vehicles. Had Paul invested in a software with a Maintenance Alert function, he could have been proactive about the care of his vehicles and potentially avoided the impact to his business.

Idling Time

Maintaining the integrity of your fleet requires careful attention paid to the consumption of fuel by said fleet. Focusing on idling vehicles, trucks burn a gallon of fuel for every hour spent idling. At the average price of fuel in the United States being $2.00 per gallon, if Paul’s drivers left their vehicles on during every cleaning job, they would be idling for six hours per day.

52 Weeks/Year

X 5 Workdays/Week

260 Workdays/Year

X 6 Hours Idling/Day

1560 Hours Idling/Year

X $2.00/Gallon of Gas

$3,120 of Fuel Spent Idling by Each Truck/Year

X 10 Trucks

$31,200 Fuel Spent Idling by The Fleet/Year

Potentially, Paul could spend over thirty thousand dollars on fuel just because vehicles were left running. Should Paul invest and install in software that relays whether the vehicle is turned off whenever it is stopped, he could save his company thousands of dollars in the years to come.

Utilizing software that allows you to stay on top of your vehicle maintenance as well as cut back on fuel consumption simply makes sense. With the streamlining of all of your business’s processes as the goal, you must take care to never forget about the vehicles in your fleet. Witness the immense returns after investing in the management of your fleet!

 

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06.01
2017

Workforce Management & The Return On Investment: Vehicles, Part I

Over the last few weeks, we have been tackling the return experienced after investing in wireless forms, dispatching, and timekeeping. While integral in increasing the overall efficiency of a workforce, these aspects all have a common lynchpin: the human element. There exists another element of the workforce that, while a bit less prone to going against the grain, still require ample amounts of attention in order to ensure it is conducive to the growth of the business.

That aspect is known as your “Vehicles” or “Fleet.”

Businesses with employees that operate away from the main office must account for the automobiles within their Fleet. According to a joint study by the National Insurance Crime Bureau (NICB) and National Equipment Register (NER) in 2012, fleet vehicles are liable to be targeted for theft, resulting in between $300 million and $1 Billion lost by businesses each year.

Let us revisit our friend Paul and see exactly how his Pool Cleaning Company is doing:

Paul has put some big plans into motion since we last we checked in on him. His company has expanded to not only handle pool cleaning, but also pool construction! Paul’s Pool Cleaning & Construction Company now has added three mid-sized excavators to its fleet, each with a cost of $200K dollars for a total of $600K. Let us assume that in a forty-hour business week, each excavator can dig two pools. Between all three excavators, Paul’s company digs 24 pools over the course of a month.

Assuming the average cost of excavating a pool is $1200, we can conclude that Paul’s three excavators are contributing $28,800 to Paul’s gross monthly revenue. While amounting to over $300K in annual revenue, the excavators would require two years before Paul saw any profit on their purchase.

However, those two years of consistent work are not guaranteed with vehicles being targeted as they are. While the average cost of stolen equipment $17,400, heavy equipment like Paul’s excavators are a more lucrative prize; they are five times likelier to be stolen than damaged in an auto accident. Coupled with the statistic that only 20% of stolen equipment is ever recovered, theft poses an incredible threat to the overall productivity and profitability of businesses like Paul’s.

Let’s imagine one of Paul’s excavators is stolen and never recovered, resulting in the immediate loss of a $200K piece of equipment. Not only is the equipment lost, but Paul also loses its contribution to his business. As stated earlier, 24 pools at $1200 generates $28,800 for Paul’s Pool Cleaning & Construction monthly and $345,600 annually. The loss of the excavator negates its ability to pay for itself, while the cost incurred by the purchase of all three vehicles remains (-600K). Paul now must rely on his two remaining excavators to pay off the costs of all three machines. With these concrete numbers, we can calculate exactly how long it would take Paul to pay off the cost of the excavators and see a profit:

-$600,000 costs to be accounted for because of all three excavators

+ $230,400 revenue generated by the two remaining excavators in the first year

-$369,600 remaining costs of excavators going into the second year

+$230,400 revenue generated by the two remaining excavators in the second year

-$139,200 remaining costs of excavators going into the third year

+$230,400 revenue generated by the two remaining excavators in the third year

$91,200 profit after excavators pay off their cost in the third year

It would take Paul’s excavators three years to pay off their costs after one of them was stolen, hindering the profitability of Paul’s Pool Cleaning & Construction.

To mitigate the impact theft has on his business, Paul can install tracking devices onto his excavators. The devices work with Actsoft software that can be calibrated to detect any movement of the vehicle after work hours and immediately report said movement. Tracking technology can also relay the location of stolen vehicles, increasing the successful recovery of the vehicles.

The installation of Actsoft’s software into vehicles is one of many steps to guard against vehicle theft. Not only does it help prevent the total loss of a vehicle you have already invested in, but it also lessens the negative impact to your business’s productivity and reputation. Taking special care of the vehicles within your workforce are key to elevating your workforce management!

Next week, we continue Part II of this discussion on “Workforce Management & The Return On Investment: Vehicles” with a special focus on the maintenance and safety of vehicles within your fleet!

 

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28.12
2016

Workforce Management & The Return On Investment: Timekeeping

The journey to optimum workforce management is a long and difficult one. Thankfully, we’ve been able to navigate the beginning portion of our trek with the aid of two “maps” on wireless forms and dispatching, respectively. As we continue this adventure, we encounter an aspect of workforce management that can be a figurative jungle to navigate: Timekeeping.

Time may, in fact, be the most precious resource available to man. Finite as it is, time becomes an extremely expensive commodity; the age-old idiom “time is money” comes to any business owner’s mind each time they review employee timesheets.

We return to the example of Paul’s Pool Cleaning Company:

Paul has expanded his company since we last visited him. He currently employs ten pool cleaners who are each supposed to work a standard eight-hour workday. The average hourly wages for a pool cleaner in the United States is $12.15.

$12.15

X     8

$97.20

X    10

$970.20

Paul is paying out $970.20 each day for work for hours worked. With twenty work days in a month, Paul ends up shelling out $19, 440 a month to his employees. Assuming Paul has utilized a dispatching solution after our discussion last week, we know his employees are cleaning six pools a day and 1200 pools a month. At $100 per pool, Paul’s employees are generating $120,000 a month.

Now, let us assume Paul has his employees turn in paper timesheets at the end of each workday. On every timesheet, each worker is logging an hour of overtime each day that they have not worked. Overtime pay is time-and-a-half, resulting in Paul’s employees receiving $18.23 for one hour of work, or $115.43 each day. Operating within a standard work month we get:

18.23

X      20

$364.60

X       10

$3646.00

Each month, Paul is paying nearly four thousand dollars for hours inaccurately reported. With a timekeeping solution that can keep track of where his employees clock in and out, thereby keeping them accountable for any extra hours worked, we see the immediate return on investment for Paul’s Pool Cleaning Company. Since his employees can clock in and out directly on their handheld device, they no longer have to return to the office to punch a timecard or turn in a timesheet, saving fuel and extra time paid for travel. These numbers do not take into account the amount of money spent handling the other costs associated with traditional timekeeping; storage costs, printing costs, staff costs, and other additional costs. Time is money and money is time; to make the best of both, a timekeeping solution is definitely a door worth opening!

Next week, we continue our series with “Workforce Management & The Return On Investment: Vehicles.”

 
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16.12
2016

Workforce Management & The Return On Investment: Dispatching

Change on a single level of a workforce’s management can have effects that echo throughout the entirety of a business. As we examined last week, becoming a paperless entity can result in thousands of dollars saved. While enhancing the collection and recording of data can improve your overall processes, there remains another avenue by which you can improve your workforce: Dispatching.

If forms record customer data, dispatching is how your team gets to the customer in the first place. It is the spark that initiates the entire mobilization of your workforce. The effectiveness of your dispatch practices directly correlates to how many jobs your workforce can accomplish within a standard, eight-hour workday.

Let’s continue looking at Paul’s Pool Cleaning Company from last week:

without_job_dispatching
Once we click the image linked above, we follow one of Paul’s employees through a standard, eight hour work day. The employee arrives at Paul’s headquarters, clocks in, and receives their orders for the entire day. At this point, they travel to their closest jobsite. The blue-shaded areas of the diagram indicate the time it takes for them to complete the job, while the white areas represent time they spend at headquarters or traveling to the next jobsite.

We can see that without dispatching, Paul’s employee completes five pool cleanings with three-and-a-half hours spent either traveling or at headquarters. If we assume each cleaning nets 100 dollars then we can also calculate how much revenue Paul’s Pool Cleaning Company is generating per employee.

$100/Pool

X           5

$500/Day

Operating under the assumption of twenty workdays a month, we can conclude that a single employee brings in $10,000 a month for Paul’s Pool Cleaning Company without dispatching. While a substantial haul, there are still three-and-a-half hours of the workday where the employee is neither completing a work order nor eating lunch.

with_job_dispatching

After clicking the image above, we follow the same employee throughout his day. However, the effects of dispatching are indicated by the chart. The employee no longer has to go to headquarters to receive his work orders for the day and instead, heads directly to their first assignment where they clock in upon arrival. With travel time remaining consistent across both examples, Paul’s employee can accomplish one more job per day and clock out at the completion of that final job.

$100/Pool

X           6

$600/Day

With an additional job completed per day, this single employee is generating an additional $2,000 per month for Paul’s Pool Cleaning Company. Without changing hours of operation or adding anyone else to the payroll. Now, imagine the effect when considering multiple employees? Dispatching applied to five of Paul’s employees would result in $120,000 generated per year! Workforce management yields tangible returns; time is saved, processes are streamlined, and revenue is generated.

Sounds like all “pluses,” no “minuses” to me.

Join us next week as we explore “Workforce Management & The Return On Investment: Timekeeping.”
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