Case Study: Fort Hood Military Personnel Center

The Fort Hood Military Personnel Center demonstrated initiative by devising an automated customer service system commonly referred as a Kiosk, resulting in a considerable savings in man-hours and reduced customer wait time. By establishing the system the customers now have some predictability of wait times and an expected quality of customer service that will be provided. The kiosk negated the need for a Queue Management System for Customer (Q-matic) numbering system and allowed interface with customers on a more personal level thus creating a very inviting and user friendly environment. The customers are referred to by rank and name, rather than a number, creating a professional atmosphere. The check-in process was reduced from five minutes, to less than one minute, per customer; further reducing the time the customer had to wait in a line. As a common business practice, customers are pre-screened to ensure they have all required documents prior to being signed in. This decreases the possibility of the verifying official (VO) being unable to service the customer and wasting the customer’s time. To assist the customer, a list of required documentation are provided to further our customer’s knowledge of how to help themselves save time without multiple visits. Fort Hood Form 7006 is required for a lost or stolen ID Card. This form must be signed by the customer’s security officer. An electronic version of the signature card is kept on file. As a courtesy, a list of the authorized security officer for the customer who has lost their card, is provided so they know exactly where to go for the signatures. Providing the list to the customer reduces the number of unnecessary trips customers may have to make. Once checked in, customers can easily view on the kiosk where they are in the queue, alleviating the anxiety of not knowing how long it will take before they are serviced, and allowing them the ability to manage their time. Service requested are displayed on the kiosk for each customer. This gives the VOs the ability to identify and service customers requiring typically short turn-around services, such as pin reset and DEERS updates. This alleviates customer wait time from 1-2 hours to 5-10 minutes. Fort. Hood MPC1 implemented a dedicated station to accommodate customers …show more content…
Fort Hood MPC1 has an “open door” policy for our PSDR VO counterparts. They come to our office for assistance and remedial training. Providing ID Card support to the PSDR units help increase their efficiency, productivity, and customer satisfaction. Site MPC1 has a low Inventory Logistics Program (ILP) due to excellent accountability procedures of assigned accountable cards. Equipment down time is less than 78 hours, well below the regulatory standard of 30 days. The internal weekly maintenance program that is in place increases optimal equipment performance. The subject matter experts (SME) are atoned to current regulations and message of the day resulting in minimized calls to DMDC support or the help desk; resulting in quicker service to the customer. For customer expectation, MPC1 periodically makes administrative announcements over the intercom to customers who are awaiting service; giving them predictability of wait time. The site manager created an internal tracker of training requirements ensuring all employees annual training requirements are in accordance with DoD and Army policies. The tracking ensures all employees are