Dispatching and dispatchers.

[Joseph]

I was wondering if the group would chime in on how they choose a dispatcher, what system their using, and how much manipulating their daily work requires. We have a large shop of 20-25 techs, and we use Reynolds. Of great debate as of late is how dependent we should be on either a single dispatcher or the computer. If we let the dispatcher reign, we are basically hand dispatching and only using the system as an electronic filing system. The techs, we find, also spend more time than necessary in the dispatch office. If we let the computer take over, we miss certain jobs that really need to go to a specific guy. We used to have ADP, and the dispatcher found it much easier to use in organizing and overseeing the shop. Now that we have Reynolds, more hand dispatching, and alot less computer organizing is going on. Can the group help me with its opinion on this one? Thanks.

[danh04]

WE ARE ON THE SAME SYSTEM R&R.
WE DO NOT USE ANY DISPATCHER. I HAVE A SMALLER SHOP 12 TECHS 3 ADVISORS. WE USE THE LATERAL SUPPORT SYSTEM. WE WERE USING A NORMAL DISPATCH SYSTEM AND THE WORK FLOW WAS TOO LOW WHEN WE CHANGED THE FLOW WAS MUCH BETTER AND THE ADVISORS HAVE MORE CONTROL ON WHAT THEY DO. EACH ADVISOR DOES THE DISPATCHING TO THEIR GROUP OF TECHS. I WAS IN A LARGE SHOP WITH 8 ADVISORS AND 32 TECHS THAT WENT ON THE SAME SYSTEM. IT DID INCREASE CSI AS WELL AS GP.
IT DOES WORK WELL IF IT IS SET UP PROPERLY.

[ChrisC]

I am a dispatcher in the same size shop as yours. We are on ADP and that's the only system I have worked with. The techs draw there work from the computer system but I am very involved in monitoring and tweaking RO's as needed. As you know there are lots of different settings in ADP ERO but we have for four years now run under the same set up and works pretty darn good with very few complaints. We keep the system on a Manual Acknowldgment this allows me to review RO's and verify the advisor has got the work going to the right skill, I also will adjust according to shop load if I can cut down some of the stops to different skills. We are a specialized shop but as you know sometimes that can get fuzzy when you have a tech who can take care of a trim and electrical item on a waiter then it makes sence to reduce stops. I also use manual prioty levels for Waiters and management and advisor heat deals. We cuddle a few of the Gravy skills a little which requires a dispatchers oversite in that we split the Gravy maintance evenly unless sold prior by the tech. I maintain a seperate log of this to review if any questions.

I use the complete system to review what's in line and what each tech is working on all day long and try to review most everybody once ever 15 to 20 minutes. This way if a tech is available for work he doesn't have to babysit the computer so not to miss anything and I can keep the work flowing by paging a tech when he needs to draw the next job. Yes they get very tired of my and I hear alot of jokes about Checking there Terminal but we get the work out and make the money and that's what matters.

I could spend a day showing you all the little things I monitor and do to keep the work flowing. Ask if you have questions and I'll tell you how we handle it.

Good luck..

[mark vandersteeg]

i would recommend a dispatcher who:

a) has good negotiating skills with people.
b) has good mechanical knowledge.
c) knows or can learn the software thoroughly so that they can maximize your computer's capabilities.
d) has the ability to juggle many situations at the same time.

in a shop as large as yours you may be able to set up teams, but i think you will loose some efficiency, i.e...one team is busy and the other stands around all day. we have electronic repair orders and we tried somewhat successfully to do without a dispatcher for two years but found that our "on time" ratio dropped significantly and service consultants returned to "ram-em" and "jam-em" style of taking in everything before 9am and then closing the gate.
having an effective dispatcher takes time pressure off of the consultants because they know that someone else has an eye on the tech and the clock. then the consultants can focus on the customer and selling.