Author Archives: infoboardhinze

About infoboardhinze

Managing Director of infoBoard Europe GmbH in Hamburg, infoBoard International Co., Ltd. in Bangkok, infoBoard USA LLC, Orange, California

(Deutsch) Der Wunsch, alles ganz einfach zu haben

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The desire of having it all and easily

The visualization of complex planning schemes is already an academic field and expert discipline.

In this post I would like to talk about the reaction that people who manage a type of production characterised by complex procedures have towards infoBoard’s visualization. The situation will be clearer with an example: let’s take a car. Buyers are usually not very interested in the technology used inside but rather in the services that the car offers and in its comfort; it must be comfortable and simple. Also potential infoBoard buyers want to see services and comfort but not in a general description, they prefer to see its complex, often customized resources and examples. The infoBoard newcomer has to render during this dialogue hipothetical big transfer payments to adapt to the forming image to the production fast and to also match it with their personal goals.

Small interruption to tell about the exact opposite experience: a swiss company has all its orders in a tangled MS project. All tasks of all orders had been  catalogued under 45 precise and familiar names until year 2021 on our new infoBoard Project Konverter. The newcomer after just 30 seconds can see the result all at once, correctly finished and correctly represented. More than 600 working processes use arrows to show how they are connected to eachother. Do you think that now it is more comprehensible? It is diffcult to represent this because of the great amount of information. Is this the “overview?” (I wondered how far the tasks were from their optimal status. I already considered (had caught) the ERP systems as bad sequence handlers and so now also bad project data handlers.

But let’s go back to the complex production sequences. These are firstly the many constraints that in the USA are known as dynamic scheduling. We set up infoBoard for example fast with sample orders so that it also looks like a “dynamic schedule”. Everything through shift operations? Yes, it looks like it. Now the newcomer is nervous: is there a way to show it in an easier way? Yes, the best way is using the Webapp infoBoard Workbench.

Here we design optimized simple two-dimensional bars side by side and one beneath the other. It took us one year to achieve what we really wanted to acomplish. The implementation  developped in 6 weeks.

What does this point of view determine ? It determines how many orders are being processed simultaneously and how big are the time gaps between them (number of rows, number of bars behind and between them). An evaluation of the planning does not folllow (a comparison between net working time and processing time like in the BusinessController value stream mapping and order overview) or a traffic lights- evaluation as a reply to the CCPM question (close to the delivery date or enough puffer for the delivery date? BusinessController application CCPM-Dashboard) is still missing. Nobody can think of something more modern than infoBoard. The opinion of the most newcomers is still that you have to see to understand and to then formulate an opinion  (always also formulate the matter of that opinion), to control the result. People are used to use excel to look through a file and check everything is in order and make sure one more time that everything is correct. We live in a “Post Excel” and “Post PowerPoint” era. We are actively forming the present and future of  modern, digitalised production managers (Operational Officer).

(Deutsch) Gibt es eine Relation zwischen dem Grad der infoBoard Nutzung und Gehalt?

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Is the frequency of use of infoBoard related to salaries?

We argue very often that while using infoBoard profits grow oup to 5% – 15%. That’s because your decisions are of better quality and you can change the way your organization behaves. Let’s take a ship as an example: We just provide you with a steering wheel and a steering gear while you steer your tanker yourself, of course .
When goals are achieved employee salaries and profits can only increase. Higher profits give also the oportunity to reward high-performing employees.
Without higher added value to the entire enterprise there cannot be a new increase in salaries, and employees without greater personal pride have no expectations for a salary increase.
I examined the effects of profits increase and salary raises. If the enterprise’s costs linked to salaries amount, for example, to 30%, a 5% increase in profits is the premise for a possible up to 15% salary increase. How can that not encourage every employee?

Unfortunately, positive events are not an incentive, three months later the feeling of happiness will disappear.
But infoBoard is always there, like a watch on your wrist / preferably on the wrist on the watch.
Constantly present means: the incentive for successs is constantly present at work. In addition, German company directors now have (finally) the opportunity to praise 100%nthis “get things done”.
(I will include in the weekly schedules an automatic praise and a star award)

So…not convinced yet?
Worldwide surveys show that employees overall and every year continue to perform 30% of unnecessary activities at their workplace. InfoBoard intervenes in this gap of non-productive activities. Here, the company can make in its own seat, out of their personal costs a profit.

It is generally thought that cost savings do not lead to higher profits while on the other side  price increases directly increase the profit. My idea is to generate more effective profit increases through optimized workflows.

Another aspect is staff shortage: I can report a personal experience: in 2016 we had despite staff shortage in the sales department a 150% increase in profits over the previous year after I optimized time control. To clarify: infoBoard has led two high effective sales people to increase performance and increase efficiency. And of course to increase salary .

That’s why I introduce our weekly plan to my employees through the application MyBoard on tablets. There is still a lot of potential here, too.

 

infoBoard verfolgt ein grosses Ziel

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infoBoard pursues a big goal

A company positions itself on the market and grows thanks to more orders and more employees, more machinery, more products, more simultaneous orders, bigger projects with more participants etc..

Management functions are needed so that each of them is in charge of a sector.
These management functions are normally carried out by Excel charts or Excel lists that work as software tools in order to live up to the resposanbility.
People meet to be better coordinated because without information from the other  departments the planning of order production cannot work.
Information about changes at the right time are always kept secret for a few days.
What could be worse than making decisions based on bad information?
But there is a reason if people continue to do this even though they have the opportunity of a forward looking, joint planning.

Therefore, we are often contacted by new hired production managers or assembly supervisors who want to improve operations and results without software support.They quickly realize that the information situation is poor, the paperwork is a lot, the maintenance of the Excel spreadsheets is simply impossible.
Here we are dealing with people who want to make a difference. They meditate, they search on the internet and find infoBoard.

On vacation I read a book about fast and slow thinking. Researchers for centuries have grappled with the question of why people make wrong decisions. In the course of time, people have “agreed” on two schools of thought,  in order to explain the origins of wrong decisions.
According to school 1, the life-based decisions are made depending on wether the situation is good or bad. According to school 2, the cognitive functions of “questioning” are rendered reflecting, researching, calculating. People think rationally and possibly also in an intelligent way.
And because people are lazy, and the slow thinking in school 2 is an effort, they are happy with the result of school 1. Considering the concept of “wrong” within a business context the probability of making mistakes is “high” and their impact “very expensive”.

This is the reason why the desire for reference clients of the same economic sector is understandable. School 1 says: don’t ponder.
It is difficult to persuade a new customer to agree to be named as reference customer of a trade fair. Reason: We don’t want to openly communicate this competitive edge to our market competitors. Guess which school of thought (School 1 or School 2) this company has followed?

While making this quick decision not all information is obtained and evaluated. From this point of view too, infoBoard ensures a verification of further conditions through the intuitive use of  “school 1′ system”, thereby preventing the rationality and intelligence of “System 2” from falling behind.
Connections, deadline monitoring “above all” and priorities are kept monitored.

But now the main goal is to process the company’s orders in an optimal way. In the project business, tasks are estimated on a more global basis while time frames are based on assumptions. Here it should be like that: that is the goal, considering it we visualize the tasks and we visualize the actually worked hours for each task. And besides that, we still need an estimation on whether the work done has the value expected (earned value analysis), whether the increase of working hours also corresponds to the fullfilment of the task, or more precisely the percentage of completion.
And if no working hours are counted: is the colleague even there?

When we represent the main goal as a beam / timeline, we present the many tasks as timelines underneath it, draw for these tasks the time actually spent on them, addditionally also the processing time and the planned net working time as a bar, then we can visually track how well the project is being pursued.

infoBoard Europe started by networking established systems in such a way that new impressions on the efficiency of the company could emerge and be assessed. Sometimes it hurts to see what is actually going on. But there is an unbelievable motivation to put down organisational deficits, to conduct appraisal interviews and to achieve better results in favor of all stakeholders.

We insert all data onto the planning board from CRM and ticket systems .
We make “to-do-tasks” and reminders visible and compare them with the “get-things-done” from the systems, sort the programming tasks from the ticket system, measure the time required, learn about the actual cost among the frightening expenses, deliver solutions to the customer as soon as possible. We will evaluate further results and optimize our systems.

 

infoBoard Partnertagung in Hamburg

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infoBoard Partnertagung in Hamburg

 

“infoBoard is international” this is the first sentence the two colleagues from infoBoard Netherlands / Belgium said.

After eleven years, infoBoard has reached high levels of professional service. The planning software reflects the economy of the country which is sold to and from which it will be used. Unlike what a university theorist would believe or what you would think, infoBoard Australia focuses on the production of kitchenettes, landscaping and the construction of sheep houses. Only the RDSA, Rock Drill Australia that produces drills for Australia’s mineral resources, reminds people of what Australia’s core competence is.

In Belgium our clients are mainly the “better Dutch people”, the Flemish and – the German-speaking companies, while in the Netherlands service providers companies.

In addition to a more powerful translation program will also be offered a reseller portal. A system against Bugs has been invented and it can be used worldwide.

In the following hours were shown under observation of our foreign university students the extensive marketing, development and sales activities while partners told about their customers.

The conclusion of the meeting took place in the harbor museum Övelgönne on the Elbe. We ate North Sea crabs with infront of us the view of the captain’s house  and Hamburg’s mountains. I proudly showed our partners the city’s district called Hamburg-Altona (Which I think is the only true Altona), since the Altona on the australian coast, near Melbourne, is named after the german one. Later after doing little research on the Internet we find out that Altona is really everywhere in Germany since Altona in German means “all too close”.

I am happy: I am an active globalizer. The world is close to me!

infoBoard an der Ostküste der USA

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infoBoard on the East Coast of the USA

 

It was our first flight to Boston. Fortunately, the check- in was faster than the usual, because there were self-served terminals, where you could have your passport, fingerprints and photo controls done by yourself.

Once I arrived I wanted to – as suggested by the guide – get a water taxi from the airport to Boston City and I looked for a taxi sign but didn’t find any…..later I discovered that our hotel actually had a water taxi stop but I told myself it would be for the next time. The visit to the headquarters of our new customers’ company, which works in the aereospace sector, was a “very american” experience and we had so much fun. Everyone in the group could ask questions, it was a very colligial relationship, as you can read in the pertinent books. The easy-to-use database interface was especially appreciated.

There is no planning interface in the new ERP system, and new options are kept on being added: personnel planning, vacation planning, time recording. It will be easier to use also for the companies here in the USA since we have already solved the difficulties in the material supply processes in the German production plant. It took them almost two years to decide for infoBoard, they needed to first understand they wouldn’t find anything comparable to infoBoard in the Us.

On the highway, that led us past some famous universities on the East Coast, we learn how exit numbering with letters works and the difference between “58 a” and “58 b”; first one is a 7 mile drive, the second a 25 mile one.

We will travel from Massachusetts to the nearby state of Conneticut to meet a potential new software and hardware partner, whom we met at a fair in Chicago in September of the previous year. We are received by one of the three owners together with a consultant from the manufacturing industry. After we had made some conversation with them we realized why infoBoard was so different to them. Our hosts were astonished to be able to visualize the dependencies with connecting lines in the resource instead of the business processes -I, myself, could hardly believe it-. Infinte scheduling, linked to capacity was already available but now also the so called “dynamic scheduling”, the function that permits dependencies to be shown. It became clear that we not only could visualize the actual data from the production, but had also a powerful planning tool in our hands. When we later used the guest access to internet, we understood by the network’s name “Jesus Reigns” that we all had the same beliefs. At lunch we would all pray together for the food we were about to receive.

After two days of Conneticut we drove through New York, on the other side of Manhattan, to New Jersey. By the way, we are fans of “The Jersey Boys”, we saw the musical in London and on Broadway. We took the highway from Newark airport and pasted the Atlantic coast: we drove on the old 2-3 lane highway while an of another three lanes with a guardrail was being built built next to it three lane. It was a highway in a highway. There was in fact just enough space! Now…how do we turn right into an exit? On the left there was a service area accessible to us and the opposite direction. How could the service area be on the left side of the highway? My brain had difficulties adjusting to the american customs, I had to react quickly; driving on the right is always right! And finally we were able to exit the highway thanks to a bridge. It’s crazy how much space it consumed! We switched our navi – or better in English our GPS-  to English. The German pronunciation of the US street names was not funny anymore, like it had been in the beginning.

We payed a visit to a potential new customer. As always we are happy with Excel and a cardboard planning board. This will be a technological leap! The interface  was completely irrelevant to the ERP, but the automatic scheduling alone with sample orders and connecting arrows would make them save a lot of time, said the two invited production planners. Our contact person ha been complaining for 5 years that he wants to have the cardboard on the wall.

We drove on to get to our customer, 45 minute drive from where we were. A “pimped” warehouse management program generates production orders that are scheduled manually with warehouse orders for infoBoard planning objects. The production itself was brought from almost 0 to 100 within 4 years. The stock list has been now set up in the infoBoard panel and scheduled as needed. “Keep it simple” is the motto, for God’s sake no interface!

We almost took the same path to travel back to Boston. From experience, I knew that Google Maps calculated reliable travel times, but that didn’t work so well in Google’s homeland. The two-lane freeways and highways of New England are full of rush hour traffic until 9pm but we had planned ahead of schedule at the hotel that was 2hrs drive outside of Boston.

Once back in Hamburg we began to post new online presentations for New Jersey companies. We drove past tose places. And the only direct connection between Hamburg and the USA is: Newark Airport in New Jersey. That creates a certain feeling of closeness!

P.S. Three months later my family and I learned that one of my three daughters was moving to Boston with her family. Good thing we had been in Boston …

infoBoard analysiert ERP Daten schonungslos

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infoBoard analyzes ERP data relentlessly

“Have you already realized an interface with MyOneOutOf 100,000 ERP WorldWide systems?”

The decision of a company with often only 10 customers, for any ERP system with should now be supported by us. ERP systems can sometimes visualize your data. That’s the biggest control station for machine allocation, without dependencies on upstream and downstream operations. The visual surface can never serve as a graphical planning surface. Therefore, the responsible production manager can not make planning changes in an easy and intuitive way: the extensive ERP data must remain consistent, since then new delivery notes and other papers might fall out, and you really do not want that.

The other way around: if you “release” the operations via the infoBoard-Sync interface to an infoBoard, the planner can graphically “push together” optimal sequences within the framework of the specifications. When these planned orders are sent forward to the shopfloor, then a functioning system has emerged.

But what if the ERP data, in particular work step times were not entered correctly or the calculation factors were not stored correctly? What if the capacity rate is displayed incorrectly? Then the capacity will visibly / apparently be insufficient to get everything ready in time.

infoBoard can help to make inadequate ERP databases or imbalances visible. If one notices the imbalances, one examines the underlying data in the ERP system and can correct the wrong time specifications. How much is this worth to you? Are you going to keep your eyes open and go through with it?

Changes in business organization are often made under pressure and not in time. There is no guarantee for success when management changes are made. Wouldn’t it be better if the managing director worked on a strategy to improve his/her company’s market position and provide it in time with personnel and money resources? In some companies, the planning board shows relentlessly inadequate and on that data decisions are made. Isn’t it good to be able to see the truth?

Businesses have two options to improve the database in an ERP system:

1. A structured approach through 30,000 records without seeing anything

2. An efficient approach by changing the most important data with the support of the visualization tool on an infoBoard planning board

Changes in the company organization require a considerable effort. You see the success first on the planning board, second in the business evaluation and third in the balance sheet.

Wenn man mehr zusammenarbeiten möchte

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If more team work is what you are looking for

 

Or in German: more planning boards synchronized with different departments. The aim is to accept the natural need for information on completions or expected completions.

In our YouTube video “Synchronize infoBoard Projects” it is shown and explained which options the clients have to do this.

Now, let’s analize the core of this need. Without doubts the transfer of tasks to another sector influences the planning of the following units. So, how would the ideal situation be? Everything proceeds according to a plan that however contains many possibe errors. I read not long ago that an office worker manages to keep concentrated for an average of only 4 minutes until the next disturbance / distraction. Data from real life prove the plan can be effective in the morning but not so much in the afternoon.

The German-speaking group of users now believes that with a plan that everyone can follow, it will be possible to achieve goals faster despite expected disruptions. The French-speaking group of people, on the other hand, believes that a plan can only have a basic structure and that delays are normal. For this reason the plan seems to not be able to work. C’est la vie?

So, again, where is the difference? Set goal – Create plan – Detect disruptions- Fix disruptions- Accept deviation – Achieve goal. Does the only difference lie in the handling of disruptions and acceptance of the time delay?

We have to involve the Japanese. Although in German it is possible to summarize many words together, what is not possible in French, we have a lack of inventive spirit, which the Japanese on the other hand manage very well in the organization sector with keywords. Also Americans have creativity in creating summary words. Example: Kaizen, TQM (Total Quality Management). These catchwords are called organizational systems and they of course include “everything”. The two languages ​​have therefore dealt with the disruptions more than the Europeans. Disruptions are perceived with the aim of preventing them, eliminating them.

So does holistic thinking have an advantage over linear thinking? Yes, the larger the companies are, the more often occur systemic errors / disruptions. That’s why I read that quality is faster to introduce in small businesses than in large companies.

But hope is everywhere! and so is infoBoard.

 

 

 

 

 

 

 

 

2017: Back to the roots

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2017: Back to the roots

 

At the beginning of the year in companies new projects are set off and projects that haven’t been finished after a first, second and third attempt are freshly tackled. Every year companies come to us, after their ERP manufacturer has provided them with a not easy-to-use, flexible graphical planning surface. They did although promise that “The new version will be something completely new”.

And those responsible for the planning boards turn to infoBoard although they have agreed with their colleagues to rely on simple Excel overviews. There is a lack of multi-user capacity, different access rights (writing, reading), and mobile access.

And so we come back to the primal basic need of visualization and representation of the most important information in a department or small business.

Images: the most important thing about our appointment calendar are the images of the parts to be constructed. In the calendar we want to link the image to the drawings and the project folder so that the sales department should be able to get access to the appointment calendar also from mobile devices.

Or: our customer expects to see on his/her next visit, a graphical planning board to be able to evaluate its utilization.

Or: my supply companies cannot cope with the many opportunities we give you. They simply lack of a general insight!

Does infoBoard provide too many functions for these simple requirements?

Well, you can make your planning board in just 3 minutes. That does not sound like too much functionality. Often a 2-hour webinar is enough time to talk about everything we have to talk about. Is it really bad when a program has drafts? Isn’t it a kind of insurance that it can take all future requirements or other departments with their different needs to the same planning tool?

From my many years of experience with large companies I have learned how the planning needs and requirements vary according to the different tasks of the different departments. But our clients are lucky enough to have a general scheduling tool available.

The use of infoBoard planning board software enables a scaling of the services. What is a scaling? The possibility to do more with the same amount of resources.

Or: you can easily start in a department and when it’s necessary other complex processes in other departments will also be provided with the same planning support.

More on this topic in the next blog post.

 

 

 

 

 

 

 

 

 

 

 

 

infoBoard und Kennzahlen (KPI’S)

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infoBoard and Material Management

 

InfoBoard BusinessController evaluates infoBoard planning boards and shows KPIs clearly.

Key figures are often goals expressed in numbers. Goals in this context are complex matters that can be explained via a presentation with a system of key indicators that is clearly measurable and understandable.

Initially, the evaluations move in the magic square of production but then more and more personal evaluations based on customer requirements add up to this.

The magic square of production is composed of: utilization, on-time delivery, visualizations. These are tools based on a system of indicators that aim to clarify and control corporate behaviour. Information, data, numbers and facts are pictured in form of key figures for a quick and clear statement of facts. The fact that human are visual beings and that they capture 83% of things primarly with their eyes provides the main reason for using visualizations. Simple and effective communication in companies is created through simple visual language. It is therefore visualizations’ goal to achieve an improvement in the quality of managerial decisions.

Other aspects of visualization in companies include for example: increase of transparency in the company’s services and processes, recognition/ identification of causes of error, actions needed, strengthening of quality awareness, as well as continuous improvement of all areas of the company.

This way it is possible to get an idea very quickly of the processes and possible economic fields through an overview of the most important key figures in the company or in each department.

International application for assembly

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International application for assembly

Planning tasks have different conditions for every application area, leading to a faster processing of bottlenecks thanks to a higher utilization.Typical bottlenecks result from holidays and illness or from a lack of properly qualified employees for a specific department. The international application is accompanied by travel readiness, valid VISA, tax liabilities due to long stays abroad, vaccinations, speaking abilities/translations… If necessary, also customs regulations, arrival and departure times, recording related work at the destination, foreign public holidays/plant closures, limited availability of adhoc required tools and materials.

Furthermore, the tour planning is optimized in order to achieve a favorable route through several successive missions. Sufficient time reserves when changing trains vs. too long stays at the airport.

Booking avoidance in no go areas for the accommodation planning, having short distances from the location of the application, or even getting a vehicle with driver. Overall, the often insufficient transportation, unreliability, safety for our technician (I think of the deadly taxi ride in Rio by a German Olympic coach). For us unfamiliar intransparence about prices and / or negotiation over a price before start.

Behavior in other religious cultures. Timely planning due to family members.

The most important thing: the entire time zone problem with reachability to the center, the jet lag (flying to the east is more difficult than flying to the west). Information about changes of dates and routes of the person who flies and the contact person on site.

Die Unterkunftsplanung, um kurze Wege zum Einsatz vor Ort zu haben, nicht in no go areas zu buchen, ggf. ein Fahrzeug mit Fahrer zu besorgen. Insgesamt ist die oft unzureichende Transportmöglichkeit, Unzuverlässigkeit, Sicherheit für unseren Techniker (ich denke an die tödliche Taxifahrt in Rio von einem deutschen Olympia Trainer). Für uns ungewohnte Intransparenz über Preise bzw. Verhandlung über einen Preis vor Antritt.

The accommodation arrangement, that aims to offer shortcuts to use onsite, makes sure you don’t book in no-go-areas and it helps you to get a vehicle with driver. Our technicians often have to face inadequate means of transportation, unreliability, unsafety situations (I’m thinking about the deadly taxi ride for a German Olympic coach in Rio). For us it’s very unusual to find intransparency about prices or to negociate over a price before the start of a journey.

So that are my own experiences of deployment planning in Arabia, Asia, Australia and Oceania, North and South America.

From our customers I know that infoBoard is used both centrally with a planning board, but also decentrally on several planning boards. That is when the resources are not only distributed, but also separated by subject area. But in special cases also exchange staff. One of our customers schedules 380 planners for 800 installers worldwide for plants in 180 countries.

Internationalen Einsatz von Monteuren planen mit infoBoard

Plan fitters of international application with infoBoard

But a number of people are already planning on a planning boardl: the same resources for local processing in the workshop, but also for assembly work abroad. Two planners can view the “your” personnel tasks separately on the same planning board via the infoBoard object filter.

How to implement infoBoard in a globally distributed organization? That was the question I was asked recently.

The software is international: from Christchurch to Melbourne and Perth Australia, through China and Thailand, from Sweden to Cape Town, New Jersey to Los Angeles, 550 customers in 30 countries work with infoBoard, which is translated into 15 languages and includes 35 country holidays.

InfoBoard covers the following four areas: infoBoard USA LLC serves North and South America from the US, infoBoard Europe GmbH Europe and Africa from Germany and the Netherlands, the time zones in India, Southeast Asia and China, South Korea and Japan are supported by infoBoard International Co. Ltd. Bangkok. Australia, New Zealand and Oceania are managed by infoBoard Autralia (Qmani Melbourne).

As every complex task is split into workable parts. The best way to speak of a live model is:

– Phase 1 Objective and definition of project scope, definition of phase 2 members, definition of external support requirements with infoBoard International services

– Phase 2 Implementation phase with the project members, specification of the scope of application, definition of the workflow, development of the import interfaces, definition of required, further components necessary for success. Limitation to the Pareto rule: with 20% functionality 80% of the task can be done. 2-4 months.

– Phase 3 fine-tuning in all areas: translation of the manual, training documents (video), check of the national holidays, check of the postal codes, check of the software translation, check the on-site technique, setting up an “infoBoard – in our company – wiki” Quality assurance. 2 – 4 months.

– Phase 4 Rollout and training by country. The company-specific manual, the handling of infoBoard, is communicated to the keyuser. An infoBoard FirstLevel Hotline has been set up for the new users in the control center (assembly planning) for one year.

– Phase 5 Review and further development of processes and areas of application after 2 years

It is best to use our software to plan the introduction of infoBoard as a project. The first transformation process starts here, all learn and use 6,000 functions of infoBoard as required. All activities and dates can be coordinated here. The infoBoard service is set up centrally for decentralized use. For the kickoff, this can also take place in an environment externally hosted by infoBoard – just implemented for a Swiss machine manufacturer for printing – (reference on demand).

In order to be able to experience the full technological scope, typical web applications, typical evaluations like infoBoard BusinessController “foreign inserts”,

infoBoard BusinessController Statistik: Häufigkeit des Einsatzes nach Ländern gruppiert

infoBoard BusinessController statistic: Frequency of application grouped by coutnry

the mobile infoBoard server components for Android and IOS (Apple) infoBoard apps

infoBoard Mobile iPhone und Android App

infoBoard Mobile iPhone and Android App

and Outlook / Exchange synchronisation

iBE_iPad_Monat

are ready and provided to the project memebers to learn their use and adapt it to their specific benefits.

There’s also the infoBoard Enterprise Edition with infoBoard Map module for tour planning . A video about infoBoard Map module for a South Tyrolean window and door assembly team is on YouTube. The format (layout) of the infoBoard assembly planning results from the company structure, for example, its own branch offices and partners on site. Extensive experience can be found in this pictures pool. In Phase 4, the partners get a web view restricted to their appointments.

 

infoBoard Map Modul: Übergabe der Adressdaten aus Plantafel auf mobile Geräte per E-Mail und Routenplanung mit Google Maps

infoBoard Map module: Transfer the address data from the planning board to mobile devices via e-mail and route planning with Google Maps

In the end you have the great benefit: deadlines calibrated, employees better informed and satisfied, planners relieved and empowered, increased customer expectations.

Certificate: Global Software

Expertise: worldwide planning competence with infoBoard – The electronic planning board

Consulting contract for visualization solutions with infoBoard: with large, German automobile manufacturers

10 years of proven standard software for business planning with 550 customers translated into 15 languages in 30 countries, with 35 country holidays and 6,000 functions plus > 60 modules, open interfaces.

infoBoard Projektplanung Chinesisch

infoBoard Chinese projectplanning