Now, we have looked into the main stages of a service company business cycle (i-Zet served as an example) such as receiving and processing the client’s request and the system (in a broad sense) is quality oriented. So far the service engineer (hereinafter SE) has a sum of money on him which is supposed to be handed in at the main cash desk.
What makes the situation that special is the risky combination of cash and a high number of separations typical for entry-level staff. Other words it is kinda scary and weird to trust megabucks to somebody you know for a short time.
That is the reason (as it was said above) why the order distribution scheme got an appropriate safety unit — there is a limit of unaccounted for money (which can be either fixed for everybody or some formula-based or even set individually for each employee) and should a SE exceed the limit he no longer gets new orders.
In the natural course of events the SE is to travel back to the office after each completed order to hand in the money. That was exactly the way it USED TO work.
You don’t need a trained eye to see how ineffective such cash flow management is. To put it crudely up to half the working time SEs used to spend not making money but transporting it.
Next, dia$par comes on the scene as Deus ex machine. What was the impact of this advantageous implementation on archaic cash couriering? That is how.
The SE’s mobile client locates the nearest CAM (ATM with cash deposit option). Naturally one or two banks with the largest ATM network in the given area are chosen as partners.
On depositing the cash in the account to the payment details provided the SE inputs the ATM receipt details.
When dia$par "sees" the payment info the order gets the status "accounted for", the transferred sum is written off the employee’s account which shows the sum to be accounted for, and the employee gets bonus points (in accordance with the incentive scheme) and the order itself is marked in dia$par as closed.
When the money put in the ATM is credited to the account of the client company which can take up to 24 hours depending on the bank’s crassness but no commission is on the positive side. Oh,by the way, Alfa-bank is as quick as flash.
Exactly the same way it works for payment kiosks where the money is credited within seconds but some commission is to be paid.
A knock-on effect is that on-site engineer visits the office to pick up not so much as a pay cheque as accountable forms used as an alternative to a portable pos machine.
It goes without saying all those innovations resulted in a booming labour productivity and a sharp drop of that very muda.
