Database Reference
In-Depth Information
ness by improving the effectiveness of important business-to-customer communications. It
provides consulting, project management, reengineering and distribution of high volume,
customized communications to its clients. MWI delivers personalized, easy-to-read docu-
ments that facilitate a positive impression on an organization's customers. Its reengineering
and redesign services help to ensure that the client organization's business communications
have high quality and clarity.
By outsourcing with MWI, clients can divert their internal resources to other priorities
because the dedicated production facilities can be trusted to help ensure faster cycle times,
ultimately reducing overall costs. Equipped with the latest print and digital technologies,
MWI has become a market leader in managing critical business communications.
MWI offers products and services that include statement/billing, cards (e.g., phone
cards, credit cards, etc.), government noticing, policyholder and plan member communica-
tion, and database marketing. The technology environment at MWI paces, and in many areas
leads, the marketplace in its industry.
Case Study Methodology
In the spring of 1999, we embarked on a case study of the card recovery system at
MWI. The goal of the research was to map the existing state of the card recovery system
process. Once mapped, we were charged with redesigning the process to remove redundancies
and improve the overall effectiveness of the system. However, we were not responsible for
implementing suggested changes. Our job was to examine the overall process of the system
and devise a set of recommendations for management. The study began in January 1999
and was completed in December 2000. We were able to speak with several BCS employees,
but our main contacts were Ferris Jorgensen, Phone Card Project Manager, Dennis Elwood,
National Manufacturing Systems Project Manager, and Harvey Black, Project Manager.
Our last meeting with Dennis was on December 4, 2000 to discuss future research
and refi ne our theoretical assumptions. We have built a solid relationship with MWI over
the past several years. As a result, we have a trusting relationship and are able to gather
additional data when needed.
Analysis of the card recovery process was conducted in four distinct phases. Phase
one consisted of the problem defi nition. The problem was within the context of a problem
statement. The problem statement was agreed upon by all parties involved and signed on
February 24, 1999. The problem statement reads as follows: “MWI has a phone card divi-
sion. During production, cards may become damaged or lost. The company has a need for a
system that will track missing and replacement cards through the production cycle.” A phone
card recovery system existed prior to the research, but was not fully automated. During a
meeting on March 3, 1999 with Ferris Jorgensen, it was decided that an updated system was
needed to track missing and replacement cards through the production cycle because it was
becoming an unacceptable cost to the organization. We worked closely with a small team
of systems analysts and programmers to develop an accurate map of the existing system.
Once the map was refi ned by us and the other team members, we redesigned the system as
a working prototype. MWI can use this working prototype to integrate into their existing
information systems infrastructure. We developed a prototype system because we didn't
have the charge to implement a new system in accordance with existing systems. Phase two
consisted of studying the current physical system. This involved building entity relationship
diagrams, data fl ow diagrams, statechart diagrams, and completing a feasibility study. Phase
