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Otis

OTIS grew significantly through the acquisition of Amtech in the 1990s, with revenue increasing $1 billion to $7.9 billion and profits rising over $300 million. As the largest manufacturer of elevators, escalators, and moving walkways, OTIS aimed to become the recognized leader in service excellence and set the future standard of comparison. The company sought to refine its customer-centric processes beyond tools like its customer service line and remote monitoring system, and embed customer service into every aspect of its operations from new equipment design to field installation. A big hairy audacious goal was set to improve the order to handover cycle time for new equipment by up to 5 times over 5 years.

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162 views2 pages

Otis

OTIS grew significantly through the acquisition of Amtech in the 1990s, with revenue increasing $1 billion to $7.9 billion and profits rising over $300 million. As the largest manufacturer of elevators, escalators, and moving walkways, OTIS aimed to become the recognized leader in service excellence and set the future standard of comparison. The company sought to refine its customer-centric processes beyond tools like its customer service line and remote monitoring system, and embed customer service into every aspect of its operations from new equipment design to field installation. A big hairy audacious goal was set to improve the order to handover cycle time for new equipment by up to 5 times over 5 years.

Uploaded by

Sachin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

OTIS dull company to work for in 1990s like Bank

OTIS Acquisition of Amtech Revenue grew by $1b to $7.9b .Profit increased by


more than $300m to $1.38 b margin >17.8%
Largest manufacturer of elevator escalators and moving walkways Moving things
Aim to become the recognized leader in service excellence Future standard of
comparison will be UPS
Customer Centric Business Model.
Company:
Founder Elisha Graves Otis. Parent Company UTC
Invention Passenger elevator
Bousbib CEO
Elevator Industry:
Competitor
Selection at Small Scale/Big Scale
Elevator Services/ Bundled Contracts/Elevator Services Companies
US Matured Market Services Accounted for 75% of revenues.
Emerging market China-= New Sales etc.
OTISLINE Customer Service Center Early Application of IT
Centralized Customer Service Center Installed Mainframe 160 People operating
24X7
SLA level not more than 2% -5 Second response time
Issue Seriousness Hierarchal reporting
REM Monitoring System Proactive fixing.
Setting the Stage for the Next Transformation Wave
We maintain elevators, we service customers-Needed to adopt a culture of world
class service
OTIS need to refine its process beyond service support tools such as Customer line
and REM and beyond maintenance side of the business to include new equipment
design, supply chain , new equipment delivery and field installation.
Customer Services process need to be embedded into every aspect of company
Ops.
BHAG order to handover cycle improvement up to 5 times in 5 years.

E logistics
Engineering: Standardized Product design (SIMBA program)
Supply Chain : Global Supply Chain
Factory from 52 in 1995 to 26 by 2003
Whether or not we need to produce, if we do where to do work.
Never need to make anything ourselves.
Sales and Field Operation:
Tony Black sales and Installation process (SIP)
E Logistics - Information Transformation Project
Facilitate business re-engineering process
Project Director Giuliano Di Francesco

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