Delwarca Software Remote Support Unit
Operations Management
Introduction
The ability of a company to satisfy its customers’ stated or implied needs has a great impact on its profitability. The quality of the process implemented in the organization is the key factor for customer’s satisfaction as it is the totality of features and characteristics of a product or service. Naturally, a firm will always search for a more efficient process in order to satisfy a greater number of needs and gain more reputation.
That was the main goal of Delwarca Software Remote Support Unit, a firm that provides supply chain management software globally to large, sophisticated corporate clients that choose to assemble their systems from various software programs. Jack McKinnon is the manager of Delwarca and was responsible for responding to a customer service problem that seemed to be slowly eroding the company’s customer base. In this sense, the manager decided to completely change the way incoming calls were handled trying to reduce not only the customer waiting time but also the company’s costs . Jack introduced a new process in November 2011 called “Rapid ID”. The former process was composed by an operator that then would transfer the call to one of the twelve Associates and, in case the problem was not resolved, the call would then be send to one of the seven Senior Associates. The Rapid ID would also be composed by an operator but then he/she would pass the call to one of the two Director Associates who worked parttime to determine who would be able to solve the problem. Besides, the manager hired an additional Senior Associate and dispensed an Associate. Unfortunately, Jack’s idea was not successful. The clients became even more dissatisfied with Delawarca’s service. In our report, we will create flowcharts for the former and the new process besides computing the waiting time, capacity utilization and labor costs. From this information, we will be able to conclude on what should be the next steps for the
Introduction
The ability of a company to satisfy its customers’ stated or implied needs has a great impact on its profitability. The quality of the process implemented in the organization is the key factor for customer’s satisfaction as it is the totality of features and characteristics of a product or service. Naturally, a firm will always search for a more efficient process in order to satisfy a greater number of needs and gain more reputation.
That was the main goal of Delwarca Software Remote Support Unit, a firm that provides supply chain management software globally to large, sophisticated corporate clients that choose to assemble their systems from various software programs. Jack McKinnon is the manager of Delwarca and was responsible for responding to a customer service problem that seemed to be slowly eroding the company’s customer base. In this sense, the manager decided to completely change the way incoming calls were handled trying to reduce not only the customer waiting time but also the company’s costs . Jack introduced a new process in November 2011 called “Rapid ID”. The former process was composed by an operator that then would transfer the call to one of the twelve Associates and, in case the problem was not resolved, the call would then be send to one of the seven Senior Associates. The Rapid ID would also be composed by an operator but then he/she would pass the call to one of the two Director Associates who worked parttime to determine who would be able to solve the problem. Besides, the manager hired an additional Senior Associate and dispensed an Associate. Unfortunately, Jack’s idea was not successful. The clients became even more dissatisfied with Delawarca’s service. In our report, we will create flowcharts for the former and the new process besides computing the waiting time, capacity utilization and labor costs. From this information, we will be able to conclude on what should be the next steps for the