Information Technology and Systems Otisline

Questions 1. Why might be the motivation for Otis to launch this project? Otis Elevator, a subsidiary of United Technologies Corporation was the leader in elevator sales and service. Elevator industry was divided into two components sales and service. The new equipments sales industry was a very competitive with large manufactures with considerable low amount of margin but the elevator service industry with higher margins and steady demand consisted big manufactures and small service providers. The service contracts were generally given on the basis of responsiveness, quality and pricing. Motivations/Reasons behind the launch: In house centralized customer service: - To respond to customers callback 24 hours a day. Earlier commercial answering services were used during non-prime hours to address customers callbacks which were then passed to the field offices, where appropriate service mechanic were dispatched. Reduce callback response time: - As customers assess the quality of an elevator companys service offerings by its responsiveness to callbacks, it was necessary to reduce the callback response time. Cost reduction: - To decrease the overall cost and to increase the profitability of NAO. It was noted if the callback for each installed escalator were reduced by one a year would save NAO $5 million annually. To remain the market leader in the elevator sales and service industry. 2. How was value created in this model? Otisline not only improved the information system but it also added value to the company as a whole: Visibility: - It helped increased the visibility of the service business of Otis and also provided quality service to the customers more effectively. Service Management System: - Was expanded to all maintenance activities for elevators under a service contract. Some preinstalled applications such as service price estimating were improved and new services such as billing were added to SMS Priority handling: - Customers pertaining to a specific segment were forwarded to specific dispatchers only and were always served with topmost priority. Quicker identification: - The location of the customer was more easily traceable with the help of Otisline and faster response to the callback was there.

 Recognition of affected buildings: - Dispatchers fill the details of the buildings which can be used to detect affected buildings in the future more easily. Increase elevator sales:- New equipment sales representatives can use the services to better process and record new sales Information Flow: - With the help of Otisline, information can easily flow from field officers and top management about callbacks. The excess callbacks reports highlights specific problem installation and management can diagnose the problem whether it is due to some component malfunction which can be improved in the future. 3. What adjustments in the organization were needed, if any, to accommodate Otisline? Adjustments needed in the organization to accommodate Otisline in the company: Change in computer technology: - new computer technology IBM 3083 was installed to replace the IBM 370/158 and new peripheral and telecommunications equipments were installed to support Otisline customer service centre. Training period for Dispatchers: - New hires received four to six hours of training covering Otisline, IBM Display and telephone systems. Also they were trained to be courteous, sensitive & efficient and were taught about elevator terminology and possible system problems. Periodic seminars were also held to update them on system changes Better teamwork was necessitated with dispatcher being one of the most important members for the success of the organization Centralized system: - NAO is a decentralized organization and Otisline is a very centralized service mechanic dispatching system, so it required a change for better use of the information service and use it to boost the quality and reliability of Otis products.