OTISLINE (A)

“When elevators are running really well, people do not notice them. . .
Our objective is to go unnoticed.”
Bob Smith
Executive VP, COO
Otis Elevators

Group 11
BM – B [2010 – 12]
Ajit Panigrahi (B10065)
Manmeet Kaur Chhabra (B10087)
Pratyush Chinmoy (B10099)
Rahul Agarwal (B10101)
Srikanth Vemuri (B10118)
COMPANY
OVERVIEW OTIS ELEVATOR

 Founded by Elisha Graves Otis

 Subsidiary of United Technologies Corp.
 $ 2bn revenue by 1984
COMPANY BRAND PERCEPTION OF
OVERVIEW
OTIS

 Synonymous with Elevators

 Technical Leadership
 Reliability
 Quality
COMPANY GEOGRAPHIC
DIVISIONS
OVERVIEW

Organized
into Four North America
Distinct
Divisions
Latin America

Pacific Area

European Transcontinental
COMPANY
COMPANY
BUSINESS IN ELEVATORS
OVERVIEW
OVERVIEW AND RELATED PRODUCTS

Design
Design Manufacture
Manufacture Installation
Installation Service
Service
COMPANY
OVERVIEW 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

COMPANY ADVENT OF MICROPROCESSOR
OVERVIEW
TECHNOLOGY

Group
Car Controller Cab Controller
Controller
• In machine • One per car in • Mounted on
room the machine the car
• Dispatching room • Interfaces
decisions and • Governs the with the
call operation and control
assignments motion of the hardware
car
INDUSTRY
OVERVIEW 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
INDUSTRY
OVERVIEW 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

 NORTH AMERICAN
OPERATIONS OVERVIEW

 Size: Second largest division of Otis Elevator

 Scope: Large, geographically dispersed field
organization

NAO Information Services

[1965 – [1978 –
78] maintenance81] [1985]
 Installed first computer, IBM 1401, in 1965 to
automate billing
Productio Data Entry
n Control & Enquiry OTISLINE
& for IBM
Accountin Inventory
 NAO NAO ORGANIZATION CHART
OVERVIEW

NAO President
Regional
Offices
Zone Directors

District
Offices

Branch/Fi
eld
Offices
 OTISLINE
OVERVIEW
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
 OTISLINE
OVERVIEW
OTISLINE: IMPACT

Key Business
Areas
Informatio
nCustomer
Services
Marketing
Services
 OTISLINE SERVICE MANAGEMENT
OVERVIEW
SYSTEM

Sales Call
Management
Route Management
Otisline
Service Performance
Management
Price Estimator
Building Information
 OTISLINE
OVERVIEW
INFORMATION SERVICES
SMS sans Improvements Dispatcher
OTISLINE in SMS post Benefits
Otisline

●
Customer
●
Response to
●
Addition of
Master File customer a customer
●
Route billing < 1s
●
Service Price
●
Better
Informatio
Information customer
n improvement service
●
Service ●
Usage of interface
Price OTISLINE and
Informatio dispatcher for
information
n Data data updating
exchange
 OTISLINE CUSTOMER SERVICE
OVERVIEW
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
 OTISLINE
OVERVIEW PROCESS FLOW
Customer Calls on toll free number

Call on
designated Move to top of the Queue
lines

Move to bottom of the Que

Dispatcher picks the call

Identify the building and customer

and log the call

Dispatcher 2 pages to mechanic

Mechanic completes report

 CUSTOMER SERVICE: DELIVERY
OTISLINE PROCESS
Before OTISLINE BEFORE & AFTER OTISLINE
OVERVIEW
After OTISLINE
NAO
Headquarters
OTISLINE

Region
Problem/complaint
Routine Routine reported
Reporting Reporting

Zone

Mechanic Mechanic
files report paged

District Customer

Problem/complaint reported
Customer Field Office
Answering
Service Mechanic

Mechanic dispatched Mechanic Mechanic

and fixes problem paged
Mechanic dispatched
and fixes problem
Mechanic files report
 OTISLINE DISPATCHING AND CONTROL
OVERVIEW
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
 OTISLINE MARKETING-NEW
OVERVIEW
EQUIPMENT SALES

 Automate Status Report and prospects

 Three Stages

Negotiation

Estimation

Disposition
 OTISLINE
OVERVIEW MARKETING-SERVICE

Responsiveness

Reliability

Innovation

Communication

Teamwork

Customer Satisfaction
 SERVICE – SUCCESS METRICS
OTISLINE
OVERVIEW

 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
 OTISLINE FUTURE APPLICATION
OVERVIEW

 Remote Elevator Monitoring

Problem
Generation Dispatch of
communication Analysis of
of trouble service
to central problems
reports mechanics
computer

 In-car problems

Identifica
Notification of
tion of Location Sending
trapped
problem identification of service
passenger
with top by Dispatcher mechanic
problem
priority
 OTISLINE
OVERVIEW
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
ANALYSIS
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
BUSINESS IT ALIGNMENT
 BUSINESS IT
ALIGNMENT
S Strategic Intent Competition E
T Current Buyers & N
R Strategy Suppliers V
A Impacts I
T Customer State of the R
E Segment industry O
G Price/Quality Technology N
Y M
Channels Regulations
Enablers E
N
Impacts T
Drivers

IT IT
Strategy Portfolio

IT
BUSINESS IT
ALIGNMENT 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
THANK YOU