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Panasonic  
Panasonic
 

<h4>Company Description</h4>

<p><b>1.1. </b><b>Industries in which the Company Operates</b></p>

<p>Sale of audio and video electronics, information and communication equipment, household appliances and accessories.</p>

<p><b>1.2. </b><b>Territorial Distribution</b></p>

<p>Partners (service centers, equipment installers, appliance stores) in all major cities in Russia (about 240 cities).</p>

<p><b>1.3. </b><b>Number of Staff</b></p>

<p>The distance learning system is not used for training Panasonic employees (with the exception of call-center employees), rather it is used to train partners (service center staff, shops, household appliances and equipment installers, etc.) The system has registered more than 4,500 users.</p>

<p><b>1.4. </b><b>Personnel and Departments Using the WebTutor System</b></p>

<p>All employees of Panasonic partner companies in Russia. Emphasis is placed on: </p> <ul> <li>Clerks of major partner stores</li> <li>Personnel at partner service centers </li> <li>Equipment installers</li> </ul>

<h4>2. Project Objectives<br> </h4>

<p><b>2.1. </b><b>The program has been implemented to meet the following business requirements:</b></p>

<p>Main task - Professional development of partners and also: </p> <ul> <li>Receipt and confirmation of authorization for service centers</li> <li>Receipt and confirmation of authorization for equipment installers</li> <li>Assigning skill levels to workers installing office stations</li> </ul>

<p><img src="http://eng.websoft.ru/wb.nsf/0/e8c12f23fb751d25c325756e0060baa1/Content/0.DD0?OpenElement&amp;FieldElemFormat=gif" height="466" width="650" /> </p>

<p>Fig. 1 - Homepage for service centers' portal</p>

<p><b>2.2. </b><b>Which business processes should be automated (assessment, training, recruitment, accounting and training costs accounting, etc.)</b></p>

<p> </p> <ul> <li>Learning center tasks (information and registration for the full-time programs)</li> <li>Distance Learning</li> <li>Testing</li> <li>Polls</li> </ul>

<p><b>2.3 </b><b>What were the criteria for successfully implementing the planning stage?</b></p>

<p>The successful function of DLS; the stability of the Educational Portal</p>

<p><b>2.4 </b><b>What did the project plan involve (scope statement, analyzing business processes, etc.)?</b></p>

<p>The expanding partner network makes it very difficult to conduct full-time training programs for partner companies; we had to replace full-time training with distance learning. The first task was analyzing the overseas DLS market. Prices in this sphere were too high. We held a tender among Russian developers: the price of these systems was approximately the same, but systems were functionally different. After choosing the system that best met the needs of the company, a scope statement was drafted.</p>

<h4>3. Project Parameters</h4>

<p><b>3.1. Time frame for project implementation and milestones:</b></p>

<p> Installation of the system - July 2007<br> Pilot operation of the system - July-August 2007<br> Commercial operation of the system - from September 2007 </p> <ul /> <img src="http://eng.websoft.ru/wb.nsf/0/e8c12f23fb751d25c325756e0060baa1/Content/2.22B6?OpenElement&amp;FieldElemFormat=gif" height="476" width="650" />

<p>Fig. 2 - Portal homepage for salesmen and vendors.</p>

<p><b>3.2. </b><b>The customer project team (from IT to HR). </b><b>Roles in the team, how interaction was conducted</b></p> <ul> <li>Project Manager - full-time employment on the project</li> <li>IT specialist - part-time on the project</li> </ul>

<p><b>3.3. </b><b>Main difficulties encountered during the project</b></p>

<p> </p> <ul> <li>Setting up data transfer to/from Oracle</li> <li>Difficulties with the massive data change</li> <li>Difficulties creating "attractive" graphics</li> </ul>

<p><b>3.4. </b><b>Did the time frame and cost conform to expectations?</b></p>

<p>Yes, it was consistent.</p>

<p><b>3.5. </b><b>What IT limitations affected project outcomes?</b></p>

<p>Problems integrating DLS with the Oracle database</p>

<h4>4. Project Development</h4>

<p><b>4.1. </b><b>Development Plans (the automation of these business processes is planned) </b></p> <ul> <li>Further automation of the system: development of e-learning courses and tests, automatic assignment of courses / tests, etc.</li> <li>Automatic assignment of incentive/punitive measures based on the results tests and courses.</li> <li>Using the Virtual Classroom</li> </ul>

<p><b>4. </b><b>Filling with Content: how was it accomplished?</b></p>

<p> Developed online courses in the following fields: </p> <ul> <li>Company's products - both software and hardware</li> <li>By functional area (sales, PR, etc.)</li> </ul> All courses were developed by company experts. The experts are members of the relevant departments.

<p><img src="http://eng.websoft.ru/wb.nsf/0/e8c12f23fb751d25c325756e0060baa1/Content/6.3CD8?OpenElement&amp;FieldElemFormat=gif" height="494" width="650" /> </p>

<p>Fig. 3 - Course description</p>

<p><b>4.3. </b><b>System Support and Development Team<br> </b></p>

<p>The teams vary from 2 to 8 people, depending on the specific, current problem faced. Many course experts have CourseLab installed, which they can use to edit course materials.</p>

<h4>5. Project Results</h4>

<p><b>5.1. </b><b>Achieved Results (qualitative and quantitative)</b></p>

<p> </p> <ul> <li>Independently created about 30 courses</li> <li>4,500 employees of partner companies throughout Russia are using the Training Portal.</li> <li>During the first year of commercial operation, users have taken 4,400 e-learning courses and more than 1,000 tests.</li> <li>By automating the training center - about 80% of routine work is now done automatically</li> </ul>

<p><b>5.2. </b><b>Cost Efficiency</b></p>

<p>Firstly, the implementation of the system improves the company's image in the eyes of partners: Partners feel cared for. A company's image is priceless! Secondly, it is obvious that expenses are reduced on training partners. If you calculate the cost of trips to Moscow and two days training for a group of 20 people, then there is no doubt of the economic efficiency of implementing a distance learning system.</p>

<p><b>5.3. </b><b>Most Significant Results : what stands out?</b></p>

<p>Integration with the Oracle database.</p>

<p><b>5.4. </b><b>Employee reaction to system implementation</b></p>

<p>An employee survey was conducted from which we obtained the following results:<br> 50% of users rated the portal as a very useful<br> 25% of users reacted neutrally to the Portal<br> 25% of users stated that they "already know it all, so why bother" </p>

<p><b>5.5. </b><b>Feedback from company managers on implementing the system</b></p> Top company managers were satisfied with the results of introducing distance learning training.