PTM (PILOT Task Manager)
A universal system for managing work flow by enabling the completion of tasks in ERP and/or CRM.
Video Presentation about PTM
The three main functions of the system can be highlighted:
Managing enterprise resources used to solve various issues
Receiving and processing new applications (tasks)
Automatically predicting the time required to complete applications (tasks)
The uniqueness of PTM is in its ability to adjust to suit any kind of workflow
For a more detailed understanding of the capabilities, we suggest you study the system in use in real-life examples
Kazakhtelecom JSC
Ercon Beton Ltd.
Taxi Plus Ltd.
Kazakhtelecom JSC
Location: Kakazhstan
Area of Service: Corporate Taxis
Goal:
To automate the dispatch process of vehicles with drivers provided for employers of all Kazakhtelecom Ltd.'s branches.
Project Description:
Each of Kazakhtelecom JSC's branches has vehicles which can be used by emploees while carrying out work tasks, travelling to meetings and delivering correspondence.
The vehicle with a driver is provided to employees for whatever period of time is required to fulfil the task. Vehicles are divided into groups based on comfort. The type vehicle used by the employee depends on their position within the company.
Before RTM:
  1. Employer sends a request for a company vehicle to his superior, specifying the date and time.
  2. The superior receives the request by email. If he agrees to the request, he forwards it to his director who in turn forwards it to his director and so on and so forth up the сhain of сommand. This continues until the request reaches a manager by whom it can be approved. After this, the manager sends the confirmation back down the chain of command or to the manager of the transport department.
  3. The manager of the transport department, having received the request, organises a vehicle and driver.
Disadvantages of the Process:
  1. Inability to track the current status of a request.
  2. Requests were often lost in email accounts.
  3. Managers often forget to respond to requests.
  4. A request was lost if it was sent to a manager who was on holiday at the time.
  5. Time of agreement couldn't be predicted.
  6. The garage manager wasn't always able to determine a particular time and particular car for employees as he didn't have information about which cars of which type would be free at the required time.
  7. Vehicles were used extremely ineffectively.
After PTM:
  1. Information about all company employees who were divided into groups was entered into PTM, in accordance with their corresponding type of vehicles.
  2. Each group of employees was allocated a chain of command for requests which consisted of a list of signatories. The chain was set up in such a way that if one signatory was absent, the request would automatically be sent to his replacement and if this replacement was absent, the request would be sent to the next level in the chain of command.
  3. Each participant at any time can get information about all requests and their status.
  4. A notification system eliminates situations where requests are missed and processing times are not met.
  5. PTM produces reports about both free and in use vehicles. An estimation of which vehicles are in use and when they will return to the depot is constantly available. This way users always have up-to-date information about the number of free vehicles at any time. The estimated time of return to the depot is calculated by taking into account road conditions (traffic jams, road works etc).
  6. A fully automated process for approving requests.
  7. A fully automated notification system about request outcomes, the appointment of particular drivers and when the task is begun. The task performer and initiator receive emails, SMS and Telegram notifications.
  8. Records are kept which can be accessible to users from any branch if they have authorisation.
  9. Workflow management became simpler thanks to centralisation.
  10. The workload is evenly spread among drivers and vehicles.
  11. Each employee receives transport in accordance with their assigned group.
Erkon Beton Ltd.
Area of Service: Cement Production
Goal:
To automate the request processing system for cement delivery, to increase the amount of daily deliveries.
Project Description:
Erkon Beton Ltd. is a cement producer in Moscow and has a chain of CBPs (concrete batching plants) in both the city itself and in the surrounding region. As part of the project stood the task to automate dispatcher work, organise the exchange of information with 1C and provide the ability to accurately plan deliveries with a status report over the period of one shift.
As part of the exchange with 1C, the following is required:
  • Data transfer about the movement of vehicles in order to complete trip sheets;
  • Provision of automatic status updates about requests created in 1C;
  • The download of requests from 1C to PTM;
  • Automatic creation of order forms.
Before PTM:
  1. Orders are taken via telephone and are passed on to drivers via SMS, telephone and messengers such as WhatsApp, Telegram and so on. Keeping track of orders is practically impossible.
  2. Reports giving the exact time of delivery to the client are impossible and thus concrete is often either delivered with a huge delay or not delivered at all.
  3. It is impossible to create a report detailing the number of orders which can be delivered during the current shift.
  4. In order to determine the status of their order, clients have to call the dispatcher.
  5. There is no monitoring of the adherence of concrete transportation rules.
  6. It is impossible to monitor and prevent concrete being unloaded to unauthorised third persons.
After PTM:
  1. Orders are taken by both telephone and also using WEB. Each order goes to PTM no matter how it is received. The system automatically registers by whom and when the order was taken.
  2. The system automatically calculates the actual time required for each order taking into consideration the time required for loading and the traffic conditions on the route from the CBP to the client (traffic jams, road works etc).
  3. Dispatchers can at any moment get information about free vehicles for future orders.
  4. Dispatchers and clients can track the order at different stages of completion in real time.
  5. The order's status is updated automatically.
  6. Records of each operation are kept.
At any stage in the completion of the order the user can request information about the planned arrival time at the base or to the client.
Report Scheme for Operations in PTM
TaxiPlus Ltd.
Area of Service: Taxis
Goal:
Automation of order acceptance and order processing in the motor taxi company.
Project Description:
The project was implemented in a motor taxi company which offers transfer services from the airport. The company works with both private and corporate clients. Corporate clients are for the most part tourist companies, sanatoriums and hotels.
Before PTM:
Before the system implementation the company worked completely manually. Accepted orders were entered into the diary, dispatchers from the office passed on orders about client meetings in the arrivals section via telephone to the dispatchers who were in the airport building.
After PTM:
  1. All orders are taken in a singular information system.
  2. Any operator can get access to a required order from their workplace regardless of by whom and where the order was taken.
  3. All orders are recorded.
  4. The notification system monitors the time period of each order and reminds dispatchers about upcomping events in advance.
  5. Dispatchers have access to corporate calendars in which all orders are shown according to their date time.
  6. Dispatchers have constant access to information about free and in use cars which allows them to allocate free drivers to orders without making errors.
  7. The system creates reports about the time required from the dispatcher and driver to process orders.