MBA 675 Week 3 HW.xlsx

Chapter 2, Problems, #8 – this can be drawn by hand and faxed or scanned and submitted this way Prepare a flowchart of the field service division process at DEF, as described here. Start from the point wher dollar company that manufactured and distributed a wide variety of electronic, photographic, and reprograp Service Division employed 475 field service technicians, who performed maintenance and warranty repairs (NSC), which received about 3,000 calls per day. The NSC staffed its call center with about 40 call-takers. A takers, who entered information about the machine, the caller’s name, and the type of problem into DEF’s m the problem. However, call-takers were currently only able to avoid about 10 percent of the incoming emerg usually stated the following script: “Depending upon the availability of our technicians, you should expect to time based on the model number and the zone.) This information was given to the customer because man service call information on DEF’s computer system, which then sent the information electronically to the r dispatch centers with a total of about 20 dispatchers.) Service call information was printed on a small card a the dispatcher assigned to that customer location. The dispatcher placed each card on a magnetic board und for the service call, given the location of the machine, the current location of the tech, and the tech’s trainin dispatch center, cleared the call, and received a new call assigned by the dispatcher. After getting the service drove to the customer site, diagnosed the problem, repaired the machine if parts were available in the van, parts for a repair, the tech informed the NSC, and the part was express mailed

re a call is received and end when a technician finishes the job. DEF was a multibillion phic equipment used in many engineering and medical system applications. The Field on the equipment sold by DEF. Customers would call DEF’s National Service Center A typical incoming service call was received at the NSC and routed to one of the call- mainframe computer. In some cases, the call-taker attempted to help the customer fix gency maintenance service calls. If the service call could not be avoided, the call-taker o see a technician sometime between now and (now ).” (“X” was the target response ny customers wanted to know when a tech would arrive on site. Call-takers entered regional dispatch center assigned to that customer location. (DEF had four regional at the dispatch center. About every hour, cards were ripped off the printer and given to der the name of a tech that the dispatcher believed would be the most likely candidate ng profile. After completing a service call, techs called the dispatcher in the regional e call from a dispatcher, a tech called the customer to give an expected time of arrival, and then telephoned the dispatcher for the next call. If the tech did not have the right d to the customer; the repair was done the next morning.

Step # Time (hr:min) Distance (ft) Operation Transport Inspect Delay Store 1 X 2 50 X 3 4:00 X 4 X 5 60 X 6 0:04 X 7 80 X 8 X 9 1:40 X 10 25 X 11 0:02 X 12 50 X 13 0:10 X 14 0:03 X Suggested Improvements: Implement a queing system that shows estimated wait times and updates customers Increase number of clerks and train all to process all types of taxes Create a better seating area and amenities in waiting areas to make the wait times mo Chapter 2, Problems, #15 – “abuse the license clerk” should not be considered and included as one of the process ope At the Department of Motor Vehicles (DMV), the process of getting license plates for your car begins w customers waiting for service. You notice that many customers become discouraged and leave. When a available clerk. If no one stands, several minutes are lost while the same number is called repeatedly. Even several minut After 4 hours, your number is called and checked by the uniformed person. You walk 60 feet to the clerk, a state personal property tax, 80 feet away. You take a different number and sit down with some different c property taxes in a process that takes 2 minutes. Now that you have paid taxes, you are eli The registration and license customers are called in the same order in which personal property taxes were the license clerk about the w Make a process chart using OM Explorer’s Proces Create an online system for processing licenese plate renewals, so customers can av anyway

Step Description Take a number Walk to waiting area Wait for service Number is called and checked Walk to clerk Pay City Taxes Walk to state personal property tax waiting area Take new number Wait for service Walk to clerk Pay Property Taxes Walk to license and registration area Wait for service Pay license and registration fee on their place in the queue ore comfortable for customers erations, this can be drawn by hand and faxed or scanned and submitted this way when you enter the facility and take a number. You walk 50 feet to the waiting area. During your wait, you count abo a number is called, if a customer stands, the ticket is checked by a uniformed person, and the customer is directed ntually, the next number is called, and more often than not, that customer has left, too. The DMV clerk has now bee tes but does not seem to mind. and the process of paying city sales taxes is completed in 4 minutes. The clerk then directs you to the waiting area f customers who are just renewing licenses. There is a 1-hour, 40-minute wait this time, and after a walk of 25 feet y igible to pay registration and license fees. That department is 50 feet away, beyond the employees’ cafeteria. e paid. There is only a 10-minute wait and a 3-minute process. You receive your license plates, take a minute to com wait, and leave exactly 6 hours after arriving. ss Charts Solver to depict this process, and suggest improvements. void the physical wait times since it's so short

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