The DIAD, when released in 1991 by UPS, was and continues to be a revolutionary device in the package delivery business. The DIAD, which is an acronym for Delivery Information Acquisition Device, is essentially just a small computer shaped like a clipboard with unique image-capturing capabilities. A pressure sensitive screen captures the customer’s signature and records it electronically. At the end of each day, these signatures are uploaded into the UPS mainframe in New Jersey via an intra-company network, vastly diminishing the amount of paperwork and allowing for employees to clock out quicker. With this technology, it is also both more accurate and easier to track packages, which improves customer service. The DIAD IV, the most current version of this technology, has even more technological features which are beneficial to UPS. Each DIAD IV features both a built-in GPRS and CMDA radios, as well as an acoustic modem to facilitate dial-up access. Bluetooth networks and infrared ports on the device allow it to communicate with peripheral apparatuses such as other computers and printers. Global Positioning Satellites (GPS) are the new additions to the DIAD, allowing for UPS to provide drivers with more accurate directions for pick-ups and deliveries. The DIAD’s On-Demand-Services (ODS) is a system that allows dispatchers and management to access any given driver via their DIAD by way of text messaging. Therefore, one-time pickups can be added during the work day almost instantaneously. It also sends delivery information to the UPS mainframe almost immediately after it is entered.
The pros for this emerging technology far outweigh the cons. In the package delivery industry, timeliness, orderliness, and efficiency are three of the top priorities. The DIAD IV takes care of all of these. It greatly reduces time by making pick-ups and deliveries more efficient. All the driver has to do now is scan a bar code, collect an electronic signature, type in the last name of the client, and push a single button to process a delivery or a pick up. This is much faster than previous DIADs, which in turn, were massively more efficient than previous methods.
Sources:
http://www.geekzone.co.nz/content.asp?contentid=711
http://pressroom.ups.com/mediakits/factsheet/0,2305,1077,00.html
http://findarticles.com/p/articles/mi_m4153/is_n1_v54/ai_19224868/pg_1
Monday, October 1, 2007
Wal-Mart Satellite Communication System
When Wal-Mart introduced its 24 million dollar satellite communication system in 1987, it was ruled the worlds largest private satellite communication network. This contemporary emerging technology, although not as technologically advanced as some satellite systems today, made a vast difference in the performance of an emerging organization. This network allows the instantaneous transfer of data between headquarters, distribution centers, suppliers and stores. Moreover, this vast networking system allows for management to communicate effectively with all employees, or even better, to hold meetings with the managers from each store to get direct feedback as quickly as possible. Wal-Mart implemented this new technological resource to create just-in-time ordering with many of its key suppliers. Essentially, what this means is that when the stock of certain products hit a reordering point, an automated response is sent out instantaneously via satellite to the supplier of that product, purchasing more units, automatically shipping the units to its stores, and paying for the new units electronically all in the blink of an eye. This form of payment and restocking vastly decreases the amount of time it would normally take, thus saving time and money. The network itself uses a Ku-band satellite transmission with voice and computer data streaming between headquarters at Bentonville, Arkansas and all other locations. Moreover, video signals can be broadcasted from headquarters to all stores and other facilities. This ability, while acting as a communications tool between HQ and management, also was used, and continues to be used as a marketing ploy as well by the cunning commercial supergiant. On November 17, 1999, Wal-Mart broadcasted an exclusive Garth Brooks concert via satellite into all of its stores just as holiday season was beginning, obviously boosting sales dramatically. A Wal-Mart spokesman commented on the satellite transmission, stating it was, “proof of how retail shopping is evolving to reflect the demands of customers who want more than just to buy merchandise at a low price.”
This satellite system clearly exemplifies the time old saying that time is money. One of the greatest benefits of Wal-Mart’s satellite network is its ability to cut costs by saving time and effort. With this system, computer data and voice transmissions can be sent at 56 kilobits per second, as comparative to 12 or 24 kilobits per second via telephone lines. Credit card authorizations are faster and more accurate, speeding up checkout services at stores nationwide, boosting customer morale. The network cuts telephone costs by about 20 to 30 percent, while simultaneously offering high speed communications. Training videos can be sent out instantly by transferring the master video to stores as opposed to physically mailing videos to each of its stores. Essentially, the pros for this technology can be summed up in that everything is instantaneous and everything is connected. This saves a lot of time, saves a lot of money, and consequently Wal-Mart benefits.
There are really very few cons to this technological implementation. One of the only real substantial negative impact of this networking system is that all the jobs required pre-networking to do physical tasks, such as mailing out training videos for example, are now gone. This means that lots of people lose their jobs, which is unfortunate, but ultimately a part of business. Besides that, the networking system is much more effective and beneficial than the old system. Wal-Mart’s sales in 1985, 2 years before the launch of its satellite network, were $8.4 billion. By 1995, they reached $93.6 billion, and currently that number is still larger yet.
Sources:
http://findarticles.com/p/articles/mi_m3092/is_n10_v34/ai_16837831
http://findarticles.com/p/articles/mi_m3092/is_n3_v27/ai_6333369
http://findarticles.com/p/articles/mi_m3374/is_4_21/ai_54082881
http://www.blonnet.com/2005/07/17/stories/2005071700141600.htm
http://findarticles.com/p/articles/mi_m4153/is_n1_v54/ai_19224868
This satellite system clearly exemplifies the time old saying that time is money. One of the greatest benefits of Wal-Mart’s satellite network is its ability to cut costs by saving time and effort. With this system, computer data and voice transmissions can be sent at 56 kilobits per second, as comparative to 12 or 24 kilobits per second via telephone lines. Credit card authorizations are faster and more accurate, speeding up checkout services at stores nationwide, boosting customer morale. The network cuts telephone costs by about 20 to 30 percent, while simultaneously offering high speed communications. Training videos can be sent out instantly by transferring the master video to stores as opposed to physically mailing videos to each of its stores. Essentially, the pros for this technology can be summed up in that everything is instantaneous and everything is connected. This saves a lot of time, saves a lot of money, and consequently Wal-Mart benefits.
There are really very few cons to this technological implementation. One of the only real substantial negative impact of this networking system is that all the jobs required pre-networking to do physical tasks, such as mailing out training videos for example, are now gone. This means that lots of people lose their jobs, which is unfortunate, but ultimately a part of business. Besides that, the networking system is much more effective and beneficial than the old system. Wal-Mart’s sales in 1985, 2 years before the launch of its satellite network, were $8.4 billion. By 1995, they reached $93.6 billion, and currently that number is still larger yet.
Sources:
http://findarticles.com/p/articles/mi_m3092/is_n10_v34/ai_16837831
http://findarticles.com/p/articles/mi_m3092/is_n3_v27/ai_6333369
http://findarticles.com/p/articles/mi_m3374/is_4_21/ai_54082881
http://www.blonnet.com/2005/07/17/stories/2005071700141600.htm
http://findarticles.com/p/articles/mi_m4153/is_n1_v54/ai_19224868
The Virtual Office
The emerging trend for working at home has led to the rise of the virtual office space, or in other words, telecommuting. Telecommuting refers to a job style in which employees of corporations have the freedom and limited flexibility to work at home and not have to commute to a traditional place of work. This method of managerial structuring is beneficial to companies who need to address rapidly expanding business growth without a complementary increase in office space. The virtual office also vastly reduces overheard costs (projectors, printers, fax machines, etc.). While a virtual office can be something as simple as a laptop, which receives and sends vital information from nearly anywhere in the world, more elaborate models can practically replicate an actual office building. This technology is also complemented by several other emerging technologies making it a much more proficient way of conducting business. Video chatting, for example, complements the virtual office perfectly by offering an alternative to face to face meetings necessary in the day to day operations of an organization. Who needs to meet in person when you can conference chat with your boss from the comfort of your own home? Or even on vacation in Barbados? To set up these virtual offices, an organization must first acquire a large, privately networked e-mail system to connect all of its widely dispersed employees. Once this is accomplished, several steps should be followed to manage an effective virtual office. The first step is to, “establish a formal telecommuting policy. Set boundaries, policies and procedures. Require telecommuters and managers to sign an agreement on expectations.” The second step is to have potential telecommuters working in the virtual office create written proposals outlining how and when they will complete their work if not supervised by a managing official. The third and final step is to educate employees and managers on how to effectively manage, maintain, and run the virtual office. Catalyst, a research firm in New York, states that, “One of the key strategies in sustaining a flexible work arrangement such as telecommuting, is to create and support relationships and networks. Use existing mechanisms or develop new ones to help managers and users share information, address concerns and provide feedback to the organization." If these steps are followed, it lays the foundation for a strong and flexible virtual office.
The pros are simple. Employees have more potential to complete more work. Since it is easier to both access and get work done at home, employees are more inclined to increase the average for work done in a single day. Moreover, the freedom of self-management allows employees to work without being intruded upon by management. This also reduces non-productive work such as repetitive meetings, memos, presentations, etc. Moreover, since most people already have a computer at home, this greatly cuts down costs for an organization to adequately provide for its employees. Besides land and building costs, workstation costs, “constitute the greatest up-front cost for a centralized office.” Recruiting talented workers is also much easier in this form of management. A gifted worker can be a great asset to an organization, and if physical relocation is not a major issue, there will be a greater probability of him/her accepting the job offer. Finally, working at a home-based office qualifies some for a home office income tax exemption.
Cons are also numerous. By creating an office where employees rarely, or even never, come in physical contact, it is much more difficult to build social communication skills and organizational camaraderie, which can have a significant impact. Furthermore, physical meetings can be troublesome. While the necessity to meet in person is almost completely eradicated by the virtual office, there are a few occasions where physical contact is necessary, and thus will be very expensive with globalized employees. There is also an “unprofessional” feel about home offices that could be a detriment to the organization. People are hesitant to conduct business meetings in a home office because it feels like they are invading private space, or the atmosphere is not professional. Employees also have the ability to abuse the system and not work as much as they should be and fill out their time sheets correctly. Moreover, training becomes a problem since there is no official establishment to be trained at, although this could be solved via videoconferencing. Technology updates are also difficult with employees using different brands and types or computers, or even running on different operating systems.
Sources:
http://www.objs.com/survey/vo.htm#AdvantagesDisadvantages
http://findarticles.com/p/articles/mi_m4153/is_n1_v54/ai_19224868
http://findarticles.com/p/articles/mi_qn4182/is_19970127/ai_n10103930
The pros are simple. Employees have more potential to complete more work. Since it is easier to both access and get work done at home, employees are more inclined to increase the average for work done in a single day. Moreover, the freedom of self-management allows employees to work without being intruded upon by management. This also reduces non-productive work such as repetitive meetings, memos, presentations, etc. Moreover, since most people already have a computer at home, this greatly cuts down costs for an organization to adequately provide for its employees. Besides land and building costs, workstation costs, “constitute the greatest up-front cost for a centralized office.” Recruiting talented workers is also much easier in this form of management. A gifted worker can be a great asset to an organization, and if physical relocation is not a major issue, there will be a greater probability of him/her accepting the job offer. Finally, working at a home-based office qualifies some for a home office income tax exemption.
Cons are also numerous. By creating an office where employees rarely, or even never, come in physical contact, it is much more difficult to build social communication skills and organizational camaraderie, which can have a significant impact. Furthermore, physical meetings can be troublesome. While the necessity to meet in person is almost completely eradicated by the virtual office, there are a few occasions where physical contact is necessary, and thus will be very expensive with globalized employees. There is also an “unprofessional” feel about home offices that could be a detriment to the organization. People are hesitant to conduct business meetings in a home office because it feels like they are invading private space, or the atmosphere is not professional. Employees also have the ability to abuse the system and not work as much as they should be and fill out their time sheets correctly. Moreover, training becomes a problem since there is no official establishment to be trained at, although this could be solved via videoconferencing. Technology updates are also difficult with employees using different brands and types or computers, or even running on different operating systems.
Sources:
http://www.objs.com/survey/vo.htm#AdvantagesDisadvantages
http://findarticles.com/p/articles/mi_m4153/is_n1_v54/ai_19224868
http://findarticles.com/p/articles/mi_qn4182/is_19970127/ai_n10103930
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