Drivers Cummins Inc



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Challenge

Cummins is a company with 55,400 employees and global operations throughout 190 countries and territories. With such a vast distribution of locations comes the challenge of selecting, deploying, managing and maintaining technology—even output devices. Whether at its U.S. or remote operating sites worldwide, Cummins employees need to print, copy, fax and scan critical business documents reliably.

“Whether it is Russia or places like Zambia and Zimbabwe in Africa, there are significant challenges to providing IT service and that is a critical business requirement for us regardless of the physical location,” said the Director for Computing Services.

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Its existing fleet of output devices had aged and became prone to breakdowns that were increasing maintenance costs and negatively impacting device reliability and employee productivity. At the same time, Cummins wanted to further trim output costs and reduce paper consumption in support of its sustainability initiatives. These business goals and challenges became the genesis of a corporatewide initiative Cummins inaugurated called Print Smart.

Cummins began an aggressive project to optimize, standardize and refresh its entire printer fleet globally and implement industry best practices to reduce costs and cut paper consumption, while improving output capabilities and service in all of its locations around the globe.

Cummins is an active practitioner of the Six Sigma® Business Management Strategy with 18,000 projects that have saved the company $3 billion. For Print Smart, Cummins leveraged its Six Sigma expertise to impose structure on the process of gathering requirements. Key needs revealed during the process included the tracking of consumables—paper and toner, a desire to eliminate abandoned print jobs, implementation of a consistent user interface for printers worldwide, insight into employees’ usage habits and standardized global service. The outcome of its research into end-user needs and operational requirements was a comprehensive request for proposal (RFP) seeking a global managed print services partner.

When I’m asked about supplier relationships, I hold up Lexmark as an example of the best in how a proactive relationship can work.

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Director, Computing ServicesCummins Inc.

The requirements of the RFP, particularly the ability to provide a consistent service model around the globe, was too much for some suppliers. “Some opted out right away. There was one supplier in particular that everybody thought would be a frontrunner that just didn’t match up well,” said the Director. “They wouldn’t offer us a consistent service offering around the world. That was not a compromise we were willing to make.”

Lexmark’s response and approach stood out from the pack. “I will be first to admit, I did not expect Lexmark to win the way that they did,” said the Director.

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Lexmark’s response was carefully designed to address each specific geographical and technical requirement. Cummins later singled out Lexmark’s solutions-oriented proposal as more detailed and insightful than the hardware-centric ones submitted by other suppliers.

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As Cummins’ procurement team moved toward selection of a managed print services provider by narrowing the field, Lexmark took the additional step of providing Cummins with a solution summary that detailed all deliverables, including number of devices, resources and solutions and service levels in every geography. In addition, Lexmark installed several products in Cummins’ IT test labs. To ensure that no detail was overlooked, an executive-level customer-facing team that included Lexmark’s director of operations for Europe, Middle East and Africa met face-to-face with key Cummins officials. Lexmark also provided global customer references that stressed its lengthy track record of providing managed print services worldwide—even in active military theaters of operation.