Information translated to the ground staff is inaccurate. 2) Information extracted from database software is not updated When a call comes in the Customer service girl should click on the system and generate a call-out to the operations department and the Operations department should physically attend to the case as soon as possible. And when the technician gets hold of the docket he should draw out the spares needed and stated on the docket then drive off to the customer’s premise.
If the problem at the customer’s premise is not stated according to the Call-out docket then the technician should kindly explain to the customer and inform him or her of the next visit to rectify the problem. Upon doing so the technician have to call in to the Customer service department to notify them of the issue and system has to be updated and the drawn spars have to be returned and accounted for. According to Randy, as the technicians go on the field to active a complain there are often out of spares which in return infuriates the customers.
In such situations, Randy has often tried to do damage control by offering the customer a discount or compensation for the lapse on service. Which I feel is a very good move but as this is a high frequency case, the finance department has called for a stop to this practice and therefore has made Randy unable to control the after effects of a failed service like. * Customer will want to terminate the service there foe losing a valued customer * Customer will ten to flip though the amount paid to us monthly.
They will spread a bad name through word of mouth * And Randy KIP is to achieve 98% Service level monthly but this is a stranger to when Randy offers compensation package to the effected customer is that the contract value of the customer is small so by offering them this compensation, company is losing money. And according to Randy, there are instances where important spares are out of stack whereas the lesser important are plenty available. Cause of problem. * Poor inventory management at Warehouse. * Lack of competent stock take procedure * Poor counter measurements of product volume deficiencies. Poor Warehouse raring and retuning of stock processes. Engineering Department The engineering department seems to be the most efficient department. They are always on time in delivering their objective but sadly it’s a contributor to the company spiral downfall too. * They will get a new design out according to forecasted budget and marketing plans made for the financial year. They are prompt. * But they are shellfish by not bringing up the issue on making the previous model obsolete in the catalogue.
This contributes to the mayhem happening in the inventory. To clear an out-dated product needs all the departments to work as a team * When they lease a new design, previous designs become history. Imagine the turnover the inventory is facing. * The company has to declare the available finished products of the previous design as scrap. According to Ellen the Chief Engineer, he understands that Carla computer strives for their new designs and features and by meeting this benchmark of theirs, his Job is safe and sound as that is his main KIP.
He has tried to convince the inventory department then there will be a new design upcoming in next few weeks so therefore push out the existing stock of the current design. I will say this is not what his should o. He should- * Call the Sales head and inform him that a new design is coming so therefore introduce an offer or sale to help the inventory roll out current stock * He should sit down with the inventor Head and inform him on how long he needs to clear the current stock before he releases his new product. He should talk to the Marketing head ask him “Do we really need a new product, when the warehouse is in mess and that default is passed on to the customers which in return eat up out profit margin”. He should advice the marketing manager to come up with a program which ells current products till inventory is stable till then engineering will not release any new products. * Or he should head up to the Coo’s office and call for a crisis meeting and address his concerns. Purchasing department The purchasing people are being sandwiched in between all departments.
As we have earned about the ignorance of the Engineering department, the speed of new design releases are causing the purchases to spend bulk of their time on procuring parts for new designs with suppliers at low prices which is their main KIP. The frequent change in orders is disturbing and is causing a chaos into their purchasing pending because the purchasing department is the one of the biggest money drain in the company. The technicians are also causing trouble by- 1) Calling the Purchasers straight instead of going through proper channels and placing orders for spares. ) The purchases entertain their orders and place orders 3) Some orders by the technicians are not in the catalogue which means they are not sure or are ignorant in giving accurate information. 4) They call in to say this order is important but apparently next day they cancel the order. Not following proper protocols in the spare ordering process eats up valuable reductive time. All this pressure will be showered upon suppliers who are supposed to be of service to Carla computer but lately even they are refusing business as the mess is pushing them away. Finance.
They are driven by their only KIP to control spending and see a profit. They do not understand the various departments problems and they are simply pressuring them to achieve cost savings. Finance e department is probably the one department which will not have a ground feel of the problems. They should- 1. Send one staff to individual departments to analyze where is the wasteful spending channeled to 2. They must update all Hoods monthly on to the savings and expenditure by calling for a meeting not by emails Field service Technicians The field service supervisor was the lead in maintaining inventory before Rosa was hired.
Which shows the incompetence of the person handling inventory. How can a field service man know how inventory works? And if he knew, his primary KIP was to meet the requirements of the customers on site, that will make life hard for him to handle inventory. They should have hired Rosa very early on to control inventory. Many Technicians do things in their own convenience like. 1. Having own inventories . Not signing out parts from warehouse 3. Their personal inventory consist of expensive and critical parts 4. They fail to follow policies on not have large amounts of personal inventory.
To eliminate the above said issues, the company has to get a competent and responsible Operations manager to re-align operation processes and reprimand those who fail to adhere to polices. The Manager must also follow up and keep check on the new processes till its auto-pilot. He must be vigilant and tactful. And also he must educate soft skills to the men on how to handle customer complaints and how to counter them. He must create feedback system to solve ground issues thus the men will help to solve some problems effectively.
Rosa is relatively new and all this information is critical for her. She has to come up with an action plan starting from halting new design releases for at least a year and introducing an updated and powerful WHAMS thus clearing all from the old WHAMS. She must hire a Warehouse coordinator to overlook warehouse processes till they are on auto-pilot. She has to gain the management’s trust and recommend changes to other departments. I did all my research from the Operations ; Materials Management Textbook.
