Process Flow Chat for a Service Call in DMI/FSDCustomer Call Taker Dispatcher Technician Customer. After a customer called in to report a problem, the call taker fed the customer’s information on the company’s computer system. The dispatcher on any of the 5 regional dispatch centers’ depending on the location of the customer would then have to wait for an hour to assign to the technician the complains of the customer in regards to the customers problem. The problem found here is that the company had only 24 dispatchers in its 5 regional dispatch centers and this translates to delay, DMI should increase the number of dispatch centers as well as dispatchers to curb this problem (Curtis 1996-1998). Between the dispatcher and the technician, there was a delay in assignment simply because the dispatcher had to select the appropriate technician for job.
DMI should train all technicians with the same efficiency in order for any technician to be able to handle any type of job in response to the customer’s needs. In order for a technician to acquire a new order, he ought to call the dispatch centre to report on completion of assigned task.
The technicians complain of holding on a call for too long, lack of incentives and in return, many of the technicians do not call back to report. DMI should employ more call takers to minimize the case that the technician is going through and in turn increase efficient service delivery to the customers. The dispatchers should be allowed to directly call the customers to give the client exact timing to when their problems will be dealt with. In order for DMI to solve these problems, the company should consider the use of cellular phones to reach the technicians with ease despite the cost.
In addition, the company should consider the following. An expert system for problem diagnosis for technicians while in the field. Employ an expert system for assigning and scheduling technicians. Geographic positioning system to track technicians at all timesDMI/FSD should consolidate its regional dispatch into one location and have a substanciable numbers of dispatchers in that one location to cater for all regions. This could be done to minimize the accumulated running costs of each one of all the locations (Curtis 1996-1998). DMI’s service provision is not the best due to a number of several factors ranging from service delivery to its consumers to the problem of having to work with old technology.
This proves to be very expensive to maintain when a breakdown occurs since new technology is taking over in everything around. In order to guarantee it customers better services guarantee and maintain its clients and preventing them from choosing for DMI’s competitors as their main service providers, DMI ought to do the following. Employ the right number of manpower needed to handle its daily chores without delays. Train or hire qualified service members for service delivery. Employ new technology to avoid cases of high maintenance costs and breakdowns.