OTISLINE CASE

Submitted By:

Saurav Kumar (0354/50) T Prateek Rao (0372/50) Tadvi Taslimkha Nasimkha (0374/50) 1. Suppose you have conceived the idea of Otisline. What would be your arguments to convince the management for investing in this project? Market Leadership: Small companies are posing a constant threat by bringing in discounted service-only models that may pose threat to market share and customer relationship of Otis. o We need to upgrade out service management structure. o Responsiveness to customer callbacks and better callback monitoring, maintenance and service delivery can be ensured once a centralized service management system is in place that keeps all the services and other jobs on tab. Standardization: Quality of Otiss service offering will be increased. A centralized service architecture with IT will be better than a commercial answering service who may not have same interest to get service to the customer as we do. IT integration into a service model will enable standard practices and workflow throughout the company. Timely generation of excess callback reports which would help in: o Customised priority-wise reporting District Manager, Vice President or President. o Quick diagnosis and thus better response time. o Local management can focus on key problem areas. Collaboration: Service calls made of OTISLINE can be categorised and mechanics can be dispatched timely. Also, real-time process reporting by the mechanics on-site with the use of hand-held terminals will ensure time efficiency and error reduction in reporting. Available Budget to implement IT: After the cost reduction process in 1982, available budget can be allocated in implementing IT systems to improve quality and service. Cost reduction: Preventive maintenance can be used to reduce the number of callbacks per elevator and thus the cost on each elevator. 2. How was the implementation planned? Would you like to suggest some changes in the plan of implementation? Planning: Idea brought in to use IT to establish a centralized customer service department to accept customer requests for servicing or installations during networking hours. Piloting the project in the eastern market with a centralized customer service system. Project team consisting of individuals from various functions, including IT, called in. Training: 4-6 weeks training program planned for highly skilled dispatchers in OTISLINE software, IBM Display, operation of the phone system, telephone etiquettes, Otis organization structure and elevator terminology and possible system problems. Also, periodic seminars planned for knowledge sharing.

Efficient telephone systems to measure dispatcher performance and produce statistics that can assist in maintaining high level of responsiveness. Planning for field offices personal computers to be installed for OTISLINE enquiry capability. Replaced IBM 370/158 with IBM 3083 in 1983 and by 1985, installed extensive peripheral equipment like direct access storage devices, tape drives etc. Future: o REM o In-car phones o Hand-held terminals o New equipment ordering o Contract management o Telemarketing of service

Improvements suggested in implementation planning: Some field officers were sceptical about decrease in control over dispatching of service mechanics and unknowing the location of their mechanics throughout the day. Otis should have planned this also while implementing Otisline. 3. What would be the impact of the system, if any, on Otis ? Impact on services Transforming the product through the use of information technology. Introduction of microcomputers have redesigned the way service was delivered and managed. Bringing in the format of performance contracts for customers to build long lasting customer relations and thus adding value to the service. Enhances information flow within the organization. Enables senior management to spot and manage difficult situations producing higher customer satisfaction.

Impact on processes and organizational structure Change in functionality of jobs and redundancy of certain service level personnel Migration of computer platforms & centralization of information Impact on sales The new service model can be a useful selling structure for New Equipment Sales division. It will help shorten response and delivery time to process the customer order. Service contracts may increase as service quality enhances with dispatcher efficiency. Impact on culture Establishing a innovation and quality based structure and values in the company. Dispatcher training on being courteous, sensitive, efficient and articulate would imbibe a customer centric approach in the company, establishing customer trust and goodwill. Real-time information and quick service will help establish international standardization.