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
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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
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