* A centralized Otis service dispatch group of 160 people operating 24 hours a day, respond to a customer in less than a second.
2) How would you imagine and describe the implementation of OTISLINE in the 1980s? * OTISLINE customer service center improved visibility of the elevator service business performance to management, enabling it to provide more effective quality service to customer. * OTISLINE customer service center allowed Otis to produce excess call back for various levels of management, enabling it to provide more effective quality service
3 or more call backs in a month
Report to the district manager
Receiving 8 or more in 90 days were reported to the regional vice president
Reported to the president of the regional business
Reducing call backs and improving product reliability was expected improve customer satisfaction
Reducing maintenance contract cancellation
* Managers had the information they need to truly manage service business operation * Otis was able to restructure the company, eliminating several layers of management * Speeding communication between field mechanics, customers and company management * REM elevator monitoring that enabled microprocessor based elevator to monitor its control system and log performance statistics directly onto a distant computer
Elevator communicated problems to a computer at headquarters...