A2: CH 2--Process Strategy-Nawaf Basudan https://xlitemprod.pearsoncmg.

com/api/v1/print/om

Instructor: John Bing

Student: Nawaf Basudan Assignment: A2: CH 2--Process
Course: BUA 345--Operations & Supply
Date: 05/25/19 Strategy
Chain Management

4. Prepare a flowchart of the field service division process at DEF, as described below. Start from the point where a call is
received and end when a technician finishes the job.
1 Click the icon to view the description of the field service division process at DEF.
2 Click the icon to view the partially completed flowchart.

To complete the flowchart, match each number with its corresponding description of the step and box shape.

The description that corresponds to number 1 on the flowchart is Customer informed tech will respond and the shape
that corresponds to number 1 on the flowchart is

A. B. C. D. E.

The description that corresponds to number 2 on the flowchart is Customer contacted and the shape
that corresponds to number 2 on the flowchart is

A. B. C. D. E.

The description that corresponds to number 3 on the flowchart is Parts received and the shape
that corresponds to number 3 on the flowchart is

A. B. C. D. E.

1: More Info
DEF was a multibillion dollar company that manufactured and distributed a wide variety of electronic, photographic,
and reprographic equipment used in many engineering and medical system applications. The Field Service Division
employed 475 field service technicians, who performed maintenance and warranty repairs on the equipment sold by
DEF. Customers would call DEF's National Service Center (NSC), which received about 3,000 calls per day. The NSC
staffed its call center with about 40 call-takers. A typical incoming service call was received at the NSC and routed to
one of the call-takers, who entered information about the machine, caller's name, and type of problem into DEF's
mainframe computer. In some cases, the call-taker attempted to help the customer fix the problem. However, call-
takers were currently only able to avoid about 10 percent of the incoming emergency maintenance service calls. If the
service call could not be avoided, the call-taker usually stated the following script: "Depending upon the availability of
our technicians, you should expect to see a technician sometime between now and (now + X)." ("X" was the target
response time based on the model number and the zone.) This information was given to the customer because many

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A2: CH 2--Process Strategy-Nawaf Basudan https://xlitemprod.pearsoncmg.com/api/v1/print/om

customers wanted to know when a tech would arrive on site.

Call-takers entered service call information on DEF's computer system, which then sent the information electronically to
the regional dispatch center assigned to that customer location. (DEF had four regional dispatch centers with a total of
about 20 dispatchers.) Service call information was printed on a small card at the dispatch center. About every hour, cards
were ripped off the printer and given to the dispatcher assigned to that customer location. The dispatcher placed each card
on a magnetic board under the name of a tech that the dispatcher believed would be the most likely candidate for the
service call, given the location of the machine, the current location of the tech, and the tech's training profile. After
completing a service call, techs called the dispatcher in the regional dispatch center, cleared the call, and received a new
call assigned by the dispatcher. After getting the service call from a dispatcher, a tech called the customer to give an
expected time of arrival, drove to the customer site, diagnosed the problem, repaired the machine if parts were available in
the van, and then phoned the dispatcher for the next call. If the tech did not have the right parts for a repair, the tech
informed the NSC and the part was express mailed to the customer; the repair was done the next morning.

2: More Info

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