Process Flow Diagrams Essay

1. knock over the Custom Molds, Inc. case on pages 125-127 of the text. Prepargon a process prevail draw of the Mold Fabrication process and the Parts Manufacturing process, showing how they are linked. We will discuss this flowchart in class on treat 29.2. Founded in 1966, DAV is one of the worlds largest insurance companies with locations in 32 countries. Given the description below, flowchart the New Policy Set-up process as it existed in 1996.Individual clients who wanted to set-up a overbold policy would get wind one of DAVs eighty branch offices or make polish off with an agent. They would hence fill out an application and olds attach a check. The branch office thence direct the application package by company mail to the VEG division in Hamburg. In addition, a client might also fill out the application at alkali and send it directly to a turning of DAV locations, which would then transfer it to the Hamburg operation. once received, VEG separated the various part o f the application, then scanned it and digitized it. The electronic image was then retrieved from a server and delivered to an abetter _or_ abettors desktop client computer. The associate was responsible for entering the t apieceing on the form into the appropriate database. If the knowledge supplied on the application was complete, a confirmation notice was automati beseechy printed and move to the node. If the study was incomplete, then another associate, trained to deal with customers on the phone, would telephone call the customer to obtain the additional information.If the customer noticed something wrong on the confirmation notice she received, she would either call a toll-free number or send in a letter describing the problem. The Customer problem Resolution division dealt with problems arising at this point. An updated confirmation notice was sent tothe customer. If the information was correct, the application transaction was complete.3. Prepare a process flow diagra m of the field improvement division process at DMI, as depict below. Start from the point where a call is received to the point where a technical schoolnician finishes the job.DMI was a multi-billion dollar company that manufactured and distributed a wide renewing of electronic, photographic, and reprographic equipment used in some engineering and medical system applications. The ambit serve Division employed 550 field service technicians who performed maintenance and sanction repairs on the equipment sold by DMI. Customers would call DMIs National Service Center (NSC), which received about 3,500 calls per day. The NSC staffed about 40 call-takers.A emblematic incoming service call was received at the NSC and routed to one of the call-takers who entered information about the machine, callers line, type of problem, etc. into DMIs central processor computer. In some cases, the call-taker attempted to help the customer fix the problem. However, call-takers were currently onl y able to avoid about 10% of the incoming catch 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 some duration between now and (now + X). (X was the target response time establish on the model number and the zone.) This information was given to the customer because many customers wanted to know when a tech would arrive on site.Call-takers entered service call information on DMIs computer system, which then sent the information electronically to the regional dispatch center assigned to that customer location. (DMI had five regional dispatch centers with a total of about 24 starter motors.) Service call information was printed on a small batting order 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 magneticboard under the name of a tech that the dispatcher believed would be the most likely campaigner for the service call given the location of the machine, the current location of the tech, and the techs 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. Sometimes techs did not have the right parts for a repair. When this happened, the tech informed the NSC and the part was express mailed to the customer the repair was done the next morning.