Case Study (Dmi)

Topics: Dispatcher, Business process reengineering, Flowchart Pages: 9 (3136 words) Published: February 28, 2013
OPIM 501 Operations Management
Case 1

Group No:1 Members
Billur Kayador
Mert Sevinç
Çağlar Dönmezler
Akın Albayrak

Tevhide Altekin

October 23, 2010


2010/2011 Fall
© Sabanci University
1. Problem Definition
Field Service Divisions are important parts of organizations operating in manufacturing industries. As technology becomes more and more involved in the production process and the after sales services, it is crucial for companies to develop their Field Service business processes. In the DMI Field Service Case, the company has troubles meeting the customer demands in a timely manner. The quality of the service remains as an important task to improve for the DMI Company and we will be analyzing the issues related with the reengineering process of the FSD.

2. Process Analysis
3.1. Current System
Current process flow of DMI Warranty is very simple. Every step is done by people, except for dispatching calls to regional center via computers. Total amount of employees that answers phone (i.e. call takers and dispatchers) is 64 which is a relatively small number with respect to 3500 calls per day. Exhibit 1 shows the process flow chart of current system. 3.2. Examining Delays and Queues

In the existing system, there are 3 waiting points. First one is just after the customer call while call taker enters the information of the customer (location, name, machine type) into the computer. We cannot completely call it as a delay, but at that point the customer waits while call takers operates. This waiting time can be reduced in two ways; the customer enters the information by his/herself via phone (by dialing) or giving every customer a personal code that can be used to achieve all the information on a database, which is shown in Exhibit 2. Second waiting point occurs when the tech personnel calls the dispatch center. It is stated that technicians complain about waiting on the phone too long just after lunch, late in the day or early in morning. The basic solution to this could be increasing the number of dispatchers and make shifts so that there would always be someone answering the phone. Third waiting occurs while the techs wait for the needed parts to come. Again, the basic solution is to increase the inventory level of each technician. However, that can be costly. So the current system can be assumed as optimal about inventory and shipping. 3.3. Process Reengineering

The key points of BPR are that solutions have to be radical, fundamental and dramatic. By doing 3 changes, we can reengineer the processes. First of all, DMI has to move to the database system that every customer has a personal code in which necessary information is stored. Once there is a call, the customer enters his code and then requests a call taker. With this system, we avoid entering necessary information. Having received the call, if call taker cannot solve the problem, he/she enters the information to a DSS which finds the closest and suitable technician and assigns him to the job by entering call information into the database where a tech can see. Plus, every technician should have a personal code and an iPhone instead of a regular phone so that they can achieve the newly assigned jobs, close the previous jobs. Also, the management can locate them by using the GPS module in iPhone. Therefore we remove regional dispatch centers. It is up to the management that these 24 dispatchers are fired or continue as call takers in Denver. The BPR of the whole system is presented in Exhibit 3.

3. Consolidating Regional Dispatch Centers Into One Location Dispatch unit acts as the interface between the DMI and the technicians. There are 5 regions in total and 24 dispatchers working to assign the best candidates for solving the problems. But there are two major problems....
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