1. In a competitive market defined by the quality of service (p.2), Otis sought to improve not only
the quality of the service provided but also its efficiency and effectiveness as a maintenance service
provider. Prior to the implementation of OTISLINE, the organization faced a variety of problems
associated with maintenance and dispatch. Commercial answering services varied in quality and lead to
varied response times from service employees. In addition to dispatch times and service call issues, data
collection was done manually and “the preparation of summary reports was very time consuming”.
Accuracy and consistency varied from office to office and thus identifying critical issues was difficult.
Implemented to enhance the service call process, OTISLINE was created by a special project
team. (p.4) OTISLINE, a vital component of the organization, improved the visibility of the service
business and helped management provide better service more efficiently, as explained by Mr.
Robertson. (p.4) Part of NAO’s SMS, OTISLINE database expanded from general information to more
specific detail oriented information. Rather than using written reports stored at local offices, a detailed
report of the service call was input and stored in a centralized system. As noted by Bob Smith, “the
quality and reliability of Otis products provided Otis’s edge over its competitors.” OTISLINE was also
used to support new elevator sales. Using the database, sales representatives were able to “automate
the production of status reports on elevator sales prospects.” (p.7)
Mr. Smith stated that the “significance of OTISLINE was its ability to collapse both distance and
time, resulting in faster responses to customers problems.” He believed this would translate into
