PSE&G Applied RouteSmart to Optimize Operational Efficiency
公司规模
Large Corporate
地区
- America
国家
- United States
产品
- RouteSmart
技术栈
- RouteSmart
实施规模
- Enterprise-wide Deployment
影响指标
- Cost Savings
- Productivity Improvements
- Customer Satisfaction
技术
- 功能应用 - 车队管理系统 (FMS)
- 功能应用 - 远程监控系统
适用行业
- 公用事业
适用功能
- 现场服务
- 商业运营
用例
- 车队管理
- 远程资产管理
服务
- 系统集成
- 培训
关于客户
PSE&G, the largest utility in New Jersey, serves a vast territory covering 2,600 square miles. The company maintains approximately 3.9 million meters, including 1.8 million gas and 2.1 million electric meters, across nine meter reading district offices. With a workforce of 6,100 employees, PSE&G is a leader in the utility industry, committed to optimizing its operations and increasing efficiency. The company has a history of leveraging technology to improve its services and has implemented RouteSmart to enhance its meter reading operations. PSE&G's dedication to innovation and efficiency has made it a prominent player in the utility sector.
挑战
With 6,100 employees, PSE&G’s territory covers 2,600 square miles. They maintain approximately 3.9 million meters — 1.8 million gas and 2.1 million electric meters — across nine meter reading district offices, and read the meters manually or electronically. Previously, meter readers sketched the massive routes on a map with a highlighter and made changes manually, but PSE&G wished to increase their overall efficiency by implementing technology, personnel and routing changes. They formulated three important routing goals surrounding its meter reading operations: Increase total meters read on a daily basis, consolidate routes for efficiency, and increase savings in meter reading division.
解决方案
PSE&G selected RouteSmart to tackle their challenges. Rob Morrero, a member of the Operational Support Group, emphasized the need for efficiency in their routes, which RouteSmart helped achieve in large quantities. The organizational restructuring provided an opportunity to look at the entire state of New Jersey, representing rural, suburban, and urban areas. The team started with their southern territory, where the manager was familiar with several technology products, including RouteSmart. Getting buy-in from other important stakeholders was their first step, and they took the time to get it right. The Operational Support Group showed all key departments, including Billing, Inquiry, Collections, and Payment Assistance Outreach, how RouteSmart would benefit them. They worked especially closely with Billing to ensure that routing changes wouldn’t impact customer bills. RouteSmart was deployed in two phases: Phase 1 Regrouping, where all routes statewide were consolidated but remained on the same cycle day, and Phase 2 Shifting Cycles, where customers were moved to new cycle days to gain further efficiencies. Once RouteSmart was implemented, the Operational Support Group needed the meter readers’ support, so they worked with union officials and traveled to the districts to explain the new program, prove its effectiveness, and field questions.
运营影响
数量效益
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