Otis elevator circumstance essay

Otis Escalator was founded by Elisha Tragique Otis, the inventor of the safety-brake escalator, in 1853. The main business of Otis was to style, manufacture, set up and provide assistance for lifts and relevant products including moving pathways and escalators.

The market was very competitive in the escalator industry, and Otis looked at that client cancelled repair agreements as a result of dissatisfaction to get service quality rather than merchandise quality. To be able to increase the market share and be the popular leader operating excellence of most companies around the world, the goal of Otis was to separate itself from the other companies through logistics and service.

Otis’s objectives had been 1 . To further improve innovation, top quality, cost and speed during the continuous change process and; 2 . To go Otis main business via product and service management to consumer solution management, and in the final to logistics and information management. Using a single finance and developing system enabled Otis to add value to its entire supply chain. Below, two main transformation waves demonstrated the improvement of adjustments from the developing company toward a total remedy company to customers by simply Otis.

First of all, Otis presented OTISLINE and REM, which in turn facilitated the business to increase the efficiency of customer service and customer satisfaction. OTISLINE was a allnight customer service middle, which made excess callback reports to enhance product reliability and allowed customer to try out an immediate response from Otis. REM was a control system that provided log efficiency statistics in the elevator into a far away computer, plus the company could adjust and maximize the elevator efficiency.

The second trend of the transformation was to increase the coordinated effort between procedures, such as executive, supply cycle and sales and field operation. Product sales and Assembly Process (SIP), an improvement computerized program, was introduced to standardize the processes across the organization. An important IT software, e*Logistic, was also initiated to enable and facilitate the re-engineering process. SIP and e*Logistic applications used OTISLINE and REM as support tools to get a digitized platform, which allowed the information on key operations, such as job proposal, product sales processing, order fulfillment, discipline installation and closing actions, to be noted and distributed timely in the organizations in electronic format. The pattern time can be reduced simply by five times and the quality products and services would sent to the customers constantly.

By 2005, Otis experienced more than 1 . 5 million elevators and 100, 500 escalators working worldwide. Each year, the Otis global network processed more than 60, 1000 orders, as well as the products bought from more than 2 hundred countries. Even so the transformation have not ended yet, moving from manufacturing to logistic and service company can be described as continuous purchase. The remaining difficulties for the e*Logistic plan are ” delivering the e*Logistics to desktop worldwide and workers challenges.

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