Problem
* Contract Volume During the high volume months of April, May, September and October, we receive on modal(a) 2100 contracts per day. The funding division currently has 30 clerks to handle this volume. This is an mediocre of 65-70 contracts per somebody per day.
* Contract Arrival Time Currently the majority of the insouciant contract volume arrives between 11am and 12pm. Late arrival is make a delay in the processing, and dealers be not receiving their bullion in a timely manner.
* Department Hours Current department hours are 8am 5pm. The department is on mandatory extra time to process as much of the volume as possible. Department is required to work 8am 7pm, Monday thru Friday, and lunch hours have been shortened to 30 minutes.
* extra time Cost Total overtime cost is $1687.50/day or $ $8437.50/wk. (Overtime hours 75 per day, average employee wage is $15/hr., average overtime wage is $22.50/hr.).
* Funding Quality Employee errors have increased from an average of 3 to 15 per week due to fatigue and organism rushed to process all contracts every day. Quantity has taken the place of quality. Flat cancellations have increased on average by 25% due to employee errors. Contract audit mishap has increased on average by 15%. Employees are processing contracts with missing paperwork and missing signatures due to rushing through contracts.
Recommendation
I am proposing a two part solution that I feel will increase productivity, dealer satisfaction, and subside overtime cost substantially.
* The first step involves setting up all our dealers on a...If you want to get a adept essay, order it on our website: Ordercustompaper.com
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