Service Calls and Emergency Calls PA/RT

Goal:

Develop a process that will enhance our abilities to efficiently and effectively handle Service Calls and Emergency Calls based on the flow chart developed by the Work Control Center Group

Sponsor:

Ford Stryker

Members:

• Kathy Bamat, Leader
• Candy Wert, Facilitator
• Denny Bair
• Mike Boonie
• Jean Brownley
• Kelly Gilham
• Dick Harris
• Bob Kellar
• Larry Mayes
• Don Thompson
• Dick Way
• Bill Dreibelbis, on call
• Denny Smith, on call
• Customer, on call

Background:

• Service calls are defined as Routine work(less than or equal to 16 hours, or less than or equal to $3000 in material, or less than or equal to 3 shops)
• Emergency calls are defined as work that requires immediate action to prevent loss or damage to property, restore essential services, or eliminate personnel hazards
• Currently a committee is looking at replacing or upgrading of the current VM computer system
• Current Priority Scheme is:

  Priority	Definition
  0	Immediately - ASAP
  1	3 days
  2	2 weeks
  3	Scheduled
  4	Backlog
  Note: Customer funded should normally be 0 through 3

Objectives:

• Develop a workable and consistent detailed process on handling service and emergency calls and to clearly communicate the status of work(i.e. when work will start, stop or go into backlog, etc.) with all customers
• Assist Scheduling PA/RT with scheduling work and resources
• The process that's developed must be consistent with the other teams and with implementation of the new Computerized Information System
• Examine definitions to see if they are workable
• Examine paper flow process in Work Reception Center for any potential streamlining or elimination of paperwork

Constraints:

• No additional staffing available but reallocation of resources possible
• Minimal funding will be available for improvements
• Work closely within the flowchart established by the Work Control Center Committee
• Time line for implementation of new Computerized Information System
• OPP is buying an off-the-shelf new Computerized Information System and process must conform to software processes

Coordination:

• Work with other WCC PA/RTs and the WCC Committee for coordination of the entire process (Big Picture)
• Also work with Directors, Computerized Information System and ITS

Resources:

• Internal and external customers
• WCC PA/RTs

Key Performance Measures:

• Average hours charged per service call
• Service calls backlog
• Hours scheduled vs. hours worked
• Turnaround time for service calls and emergency calls
• Response time for service calls and emergency calls
• % Variation between estimate vs. actual for service calls

Review Milestones:

• Team has approved charter for understanding objective - 10/30/1999
• Options have been identified - 6/30/2000
• Implementation plan has been developed - 10/12/2000
• Time line has been developed - 12/15/2000
• Various points during implementation - Every two weeks

Roles of the Team:

• As owners of the charter, the team will work within its limits and use data and facts to re-engineer the process
• Solve issues the team is responsible for
• Use CQI tools and techniques while working through the process
• The charter is not fully fulfilled until the results are implemented and measured. Continuous follow-up after implementation and user training should be included as part of the final recommendations
• Sponsor should be notified if there is a need to modify the charter
• Involve sponsor when designated in the milestones or any other appropriate time
• Results should insure the customer's best interests are included in the final recommendations

Roles of the Sponsor:

• Assist team with understanding and commitment to the charter
• Help the team understand their roles and responsibilities
• Reassure the team that results will be accepted if the team works within the charter and uses data and facts to support their recommendations
• Monitor the team's progress and assist when needed
• Charge the team to take the time to complete the charter assignment, including the follow up of implementation of recommendations. Team should be sure recommendations stay implemented using data to confirm the process is working effectively and as planned.
• Meet with team leaders periodically to assure coordination of processes is happening

Office of Planning and Institutional Assessment

Team 358: Service Calls and Emergency Calls Process Action/Re-engineering Team