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    Ques 1. How Hard Do You Think Installing Otisline Was in 1990?

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    Rashmi Ranjan
    Otisline was introduced in 1990 to provide centralized customer service and dispatch mechanics to respond to customer queries. Implementing this system required over 160 people working around the clock to respond to customers in under a second. It also required integrating development cycles and delivery of error-free service given Otis' large global customer base. Developing Otisline was difficult as it mandated detailed planning, organization, and coordination across the company.

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    Ques 1. How Hard Do You Think Installing Otisline Was in 1990?

    Uploaded by

    Rashmi Ranjan
    159 views1 page
    Otisline was introduced in 1990 to provide centralized customer service and dispatch mechanics to respond to customer queries. Implementing this system required over 160 people working around the clock to respond to customers in under a second. It also required integrating development cycles and delivery of error-free service given Otis' large global customer base. Developing Otisline was difficult as it mandated detailed planning, organization, and coordination across the company.

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    MIS (1)

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    Otisline was introduced in 1990 to provide centralized customer service and dispatch mechanics to respond to customer queries. Implementing this system required over 160 people working around the clock to respond to customers in under a second. It also required integrating development cycles and delivery of error-free service given Otis' large global customer base. Developing Otisline was difficult as it mandated detailed planning, organization, and coordination across the company.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    159 views1 page

    Ques 1. How Hard Do You Think Installing Otisline Was in 1990?

    Uploaded by

    Rashmi Ranjan
    Otisline was introduced in 1990 to provide centralized customer service and dispatch mechanics to respond to customer queries. Implementing this system required over 160 people working around the clock to respond to customers in under a second. It also required integrating development cycles and delivery of error-free service given Otis' large global customer base. Developing Otisline was difficult as it mandated detailed planning, organization, and coordination across the company.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
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    Ques 1. How hard do you think installing Otisline was in 1990?

    In 1990, Otisline was introduced; Otis elevators was growing rapidly throughout the world
    with a large customer base. The executive vice president and Chief operating officer realized
    the importance of service and maintenance of elevators. They, therefore, decided to create a
    centralized customer service system to dispatch service mechanics. In order to make this
    successful, a group of 160 people worked 24X7 so that the customer queries were responded
    to in less than a second. Providing a customer service system would require integration of the
    various development cycles of elevators as well as delivering error-free services to the
    customers. Considering the company's humongous customer base, providing instant services
    with a very high response time would have been a difficult task for the management as it
    would have required detailed planning, organization, and coordination of resources. In order
    to facilitate communication between various levels of hierarchy, a proper structure of
    interaction, responsibility, and authority had to be laid to report cancellations and callbacks. It
    also required the IT department to work hard to develop a process that will help in speeding
    communication between customers and the management and help achieve customer
    satisfaction and become a service-centric company.
    Ques 2. The IT tools being used by Otis in 2004 are simple-databases, workflow
    software, Intranets and Extranets, email- but the benefits appear to be extraordinary.
    How can that be?
    All these tools came together for one purpose: to eliminate unnecessary processes and
    streamline everything to help Otis become a properly service-oriented company. The
    company focused on streamlining information processes so that updating and communication
    were seamless and effective. Several departments became closer and lost all red tape. These
    tools helped in the performance and delivery of their installation and maintenance processes.
    The benefits were palpable simply because management saw that they needed to require
    everyone to be on board with it. All departments on all offices under Otis knew that this
    system spanned their entire value chain. The impact of the new system made for efficiencies
    across the board. These seemingly small and innocuous functions like email, databases, etc.,
    would not work as successfully if it weren't for Otis's complementary resources. These tools
    would not do much without people and other company levels properly onboard to utilize
    them. For example, when field installation supervisors visited sites, they used the system to
    record and relay information.

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