Sie sind auf Seite 1von 2

DMI Case Study Should DNI/FSD consolidate the regional dispatch centers into one location?

? o Dispatch units are the medium between DMI and technicians 5 Regions 24 Dispatchers Techs Capable of 4 calls/day Mean service calls 2.1/day Frequent communication between techs and dispatchers Delays if dispatcher cannot be reached o Why? o Consolidation can utilize techs more More manageable Able to restructure shifts Lower number of dispatchers Need separate phone lines Customer Line Technician Line o Be able to receive the calls about customer problems Evaluate DMIs service guarantee. How could this be improved? o Increase available parts for repair o Decrease target on response time o Accelerate travel time o Estimate service quality of the technicians Give reward to technician who have good service quality Why does DMI/FSD need to measure field service performance? How should performance be measured? o Guarantee Time based Quality of service Fulfilling requirements o Measure Utilization rate Decrease Can be improved o Better training o Reduce communication time Tech availability Regional Dispatch Centers o Limited number of techs o Communication delay

Delay in part reorder and inventory management What are the strategic issues for the division and the company? o Low customer satisfaction High competition Need to focus on current performance Increase customer satisfaction o Recognition and Resolution Reengineering team Managers meeting with techs Once per month not enough o Lack of communication o Need for new training practices How could this organization become more of a learning organization? -In the new machine purchase divisions field service was becoming more important. Having 550 field service technicians that covered most of the continental U.S. and most of them being concentrated around metropolitan areas. -Focusing Long term and not trying to make major changes short term -Communication is an issue that needs to be addressed. Dispatch centers and response time to react to a problem needed to be improved. -Every employee should have equal opportunity to make changes and suggest ideas creating better synergy within the work force. -Becoming more of a learning organization; with machines becoming more and more sophisticated the parts, technology, and the people fixing them needed to be more advanced. -Using money on research and development to improve the quality of machines produced to keep the repairs as low as possible. -Putting money into recruiting better repair men and using incentives to draw people in and training them in the field and through classes. -Updating the response technology for faster reaction times and using GPS location to pin point target areas and get techs mobilized and sent out quicker. -Give incentives for techs to call in after they had completed a service call. (i.e. gas mileage not paid until called, or use text/email response from technician to confirm, electronic signature required from each service call)