Group 11 BM – B [2010 – 12]
Ajit Panigrahi (B10065)Manmeet Kaur Chhabra (B10087)
Pratyush Chinmoy (B10099)Rahul Agarwal (B10101)
Srikanth Vemuri (B10118)
OTISLINE (A)
“When elevators are running really well, people do not notice them. . . Our objective is to go unnoticed.”
Bob SmithExecutive VP, COO
Otis Elevators
OTIS ELEVATOR
Founded by Elisha Graves Otis
Subsidiary of United Technologies Corp.
$ 2bn revenue by 1984
COMPANYOVERVIEW
BRAND PERCEPTION OF OTIS
Synonymous with Elevators
Technical Leadership
Reliability
Quality
COMPANYOVERVIEW
GEOGRAPHIC DIVISIONS
Organized into Four Distinct Divisions
North America
Latin America
Pacific Area
European Transcontinental
COMPANYOVERVIEW
BUSINESS IN ELEVATORS AND RELATED PRODUCTS
Design Manufacture Installation Service
COMPANYOVERVIEW
PRODUCT LINE
Otis Hydraulics
Elevators for low-rise buildings ( not more than 6 stories)
Otis Geared
Elevators for mid-rise buildings ( up to 24 stories)
Otis Gearless
Elevators for High-rise buildings
COMPANYOVERVIEW
ADVENT OF MICROPROCESSOR TECHNOLOGY
Group Controller
• In machine room
• Dispatching decisions and call assignments
Car Controller
• One per car in the machine room
• Governs the operation and motion of the car
Cab Controller
• Mounted on the car
• Interfaces with the control hardware
COMPANYOVERVIEW
SERVICE MARKETS CHARACTERISTICS
Steady Demand, High Profitability
Responsiveness, Quality and Price, the key attributes looked for by customers
Interoperability, pre-microprocessor era
Thousands of companies devoted exclusively to service industry
60%-80% of contracts awarded at the time of sale, more so with the advent of the microprocessors
INDUSTRYOVERVIEW
ELEVATOR INDUSTRY
Sales accounted for a $1 billion market in North America
Service made up for $2 billion by 1985
Competitors: Westinghouse, Dover, Montgomery, Schindler, U.S. Elevator, Fujitec
Cyclical Industry, in sync with the building cycle
INDUSTRYOVERVIEW
NORTH AMERICAN OPERATIONS OVERVIEW
Size: Second largest division of Otis Elevator
Scope: Large, geographically dispersed field organization
NAO Information Services
Installed first computer, IBM 1401, in 1965 to automate maintenance billing
[1965 – 78]
Production Control
& Accountin
g
[1978 – 81]
Data Entry & Enquiry
for Inventory Control
[1985]
OTISLINE
IBM 3083
NAO ORGANIZATION CHART
Branch/Field Offices
District Offices
Zone Directors
Regional Offices
NAO President
NAOOVERVIEW
OTISLINE: KEY BENEFITS
Quality Customer Service
Better responsiveness to customer callback
Generation of “excess” callback reports
Proper resource allocation to problem areas
Enhance productivity of elevator sales reps and service mechanics
Introduction of new methodologies of system development
OTISLINEOVERVIEW
OTISLINE: IMPACTKey Business Areas
Marketing
New Equipment Sales
Service
Customer Services
Dispatching and control of Service Mechanics
Information Services
OTISLINEOVERVIEW
SERVICE MANAGEMENT SYSTEM
OTISLINEOVERVIEW
Sales Call Management
Route Management
Otisline
Service Performance Management
Price Estimator
Building Information
INFORMATION SERVICES
SMS sans OTISLINE
• Customer Master File
• Route Information
• Service Price Information Data
Improvements in SMS post Otisline
• Addition of customer billing
• Service Price Information improvement
• Usage of OTISLINE dispatcher for data updating
OTISLINEOVERVIEW
CUSTOMER SERVICE INITIATIVE
Staffed High Skilled dispatchers
Trained for 6-8 weeks
Trained to be courteous, efficient, sensitive and speak clearly
Periodic seminars and trainings
Supervisor during periodic checks
OTISLINEOVERVIEW
PROCESS FLOW
Customer Calls on toll free number
Move to top of the Queue
Dispatcher picks the call
Call on designated lines
Move to bottom of the Que
Identify the building and customer and log the call
Dispatcher 2 pages to mechanic
Mechanic completes report
OTISLINEOVERVIEW
CUSTOMER SERVICE: DELIVERY PROCESS
BEFORE & AFTER OTISLINEBefore OTISLINE After OTISLINE
Customer AnsweringService
Mechanic
Field Office
District
Zone
Region
NAOHeadquarters
Mechanic dispatchedand fixes problem
Mechanic files report
Mechanicpaged
Problem/complaint reported
RoutineReporting
OTISLINE
Mechanic
Customer
Mechanic dispatchedand fixes problem
Mechanicfiles report
Mechanicpaged
Problem/complaintreportedRoutine
Reporting
OTISLINEOVERVIEW
DISPATCHING AND CONTROL OF SERVICE MECHANICS
Prior to Otisline
Hand written reports
Varied report quality
With Otisline
Centralized service mechanic despatching
Notebooks used for logging
Identifying recurring problems
Increased information to NAO management
Boost in quality and Reliability
OTISLINEOVERVIEW
MARKETING-NEW EQUIPMENT SALES
Automate Status Report and prospects
Three Stages
Negotiation
Estimation
Disposition
OTISLINEOVERVIEW
MARKETING-SERVICE
Responsiveness
Reliability
Innovation
Communication
Teamwork
Customer Satisfaction
OTISLINEOVERVIEW
SERVICE – SUCCESS METRICS
Service contracts won / lost
Profitability by customer, by office, and by region
Response time by office, and by region
Callbacks by customer and by office
Time to repair elevator
Time to repair and quality of repair for each individual mechanic
Time to repair and quality of repair for each individual mechanic
OTISLINEOVERVIEW
FUTURE APPLICATION
Remote Elevator Monitoring
In-car problems
Problem communication
to central computer
Analysis of problems
Generation of trouble
reports
Dispatch of service
mechanics
Notification of trapped
passenger problem
Identification of
problem with top priority
Location identification by Dispatcher
Sending of service mechanic
OTISLINEOVERVIEW
FUTURE APPLICATION
Replacement of service mechanic pagers with hand-held terminals
New equipment ordering: Lead time shortening and raw material inventory management improvement
Contract management: Tracking of changes in elevator installation schedule
Telemarketing of service: Generation of prospect list and more service contracts
OTISLINEOVERVIEW
ANALYSIS
CAPABILITIES
Redesign Of Business Processes:
Centralization of Service Mechanic Dispatching contrary to NAO’s decentralized approach
Automation of production of status reports on elevator sales prospects
Faster responses to customer problems and storage of logs in central computer bettering customer service
Monitoring: Efficient tracking of the callback activity and completion of new projects
Collaboration: Service calls made to Otisline and mechanics paged for callbacks via hand held terminals
Standardization: Enhanced quality & timeliness of information enabled standard practices and workflows
ANALYSIS
COMPLEMENTS
Work Structures
Work flow
Step of submitting manual reports for callback and repair history log to field office’s service desk was eliminated
Quick diagnosis of problem installations, component malfunction and key resource allocation to problem areas
Interdependencies: Changed drastically with reporting being done on pocket notebooks as per otisline dispatcher’s questionnaire
ANALYSIS
BUSINESS IT ALIGNMENT
BUSINESS IT ALIGNMENT
Strategic Intent
Current Strategy
Customer Segment
Price/Quality
Channels
Competition
Buyers & Suppliers
State of the industry
Technology
Regulations
IT Strategy
IT Portfolio
Impacts
Impacts
Enablers
Drivers
STRATEGY
ENVIRONMENT
IT
ENVIRONMENT
Competition: Major manufacturers being Otis, Westinghose, Dover,
Montgomery, Schindler, U.S. Elevator and Fujitech. Competition between
companies is based on price, reputation, and ability to satisfy elevator
performance specifications and architectural requirements
State Of The Industry: Highly competitive, with cyclical demand in elevator
sales (concentrated) and steady demand in service market (fragmented)
Technology: Electromechanical followed by microprocessor based
elevators. Proprietary maintenance devices for diagnosis of elevators with
microprocessor-based control systems requires state-of-art technolofy
BUSINESS IT ALIGNMENT
STRATEGY
Strategic Intent: Otis pursues a differentiation strategy. The aim is to retain the leadership in sales and provide quality and fast service to maintain its position as leader of the service industry
Current Strategy: To provide quality service to customers more effectively by improving responsiveness and to be positioned as a large and highly regarded service organization service contracts to be the market leader in services
Customer Segment: Contractor, architect, building owners for use of elevators in low-rise, mid-rise and high-rise buildings
Quality: Usage of OTISLINE for improved centralized data processing increasing responsiveness & reliability resulting in better communication and higher customer satisfaction
BUSINESS IT ALIGNMENT
IT
IT Strategy
In-house implementation with help of multi-functional team
Installation of extensive peripheral equipment
Expansion of SMS database with improved access and quick updating via otisline dispatcher
IT Portfolio
IT Infrastructure- Support for otisline customer service center through IBM 3083, several direct access storage devices and telecommunications equipment with large budget allocation to this IT support
BUSINESS IT ALIGNMENT
THANK YOU
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