By J. P. A. Race (auth.)
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At Slough, inco~g orders are sorted by group, and there is a clerk for each group ~-6, and four clerks for group 7. If a customer orders items from more than o~e group, his order is copied and each clerk involved is given a copy, and deals with it independently - to the point that an order for several different products will be shipped in several consignments. 5) x 6 139 approx. 417 ap:prox. Accordingly, each clerk in groups 1-6 deals with around 23 orders a day, althou@l each order takes several weeks to process in its entirety: Credit check on customer.
G. ~benefits (written by IBL) Proposed hardware and software: cost details. s a good DCF return on expenditure: 2~~ plus over eight years. The DP manager felt a good deal happier after this analysis was complete. During this period some talks and seminars were held in the presence of the 20 senior managers, or, more often, their deputies. w :incane -70 -70 -70 -170 -142 -212 60 60 -10 -7 -219 40 240 120 70 -149 80 40 240 120 58 -91 6 80 40 240 120 49 -42 7 80 40 240 120 40 -2 8 80 40 240 120 33 31 9 80 40 240 120 28 59 10 80 40 240 120 23 82 5 5 5 5 Notes: £10 000 installation costs are included in the first q_uarters' eq_uipment costs.
When telephone orders start to peak at the end of the morning, mail orders will be ignored until the telephone load eases. The concept of clerk interchangeability makes this possible. It follows similar practices in GPO counter services, where economies were obtained by despecialising clerks. 34 Conclusion This letter summarises our detailed studies which are attached as appendices. We look forward to hearing from you, and hope that you will ask us to go ahead and install the system. Rationalistics have successfully commissioned 20 systems of this type to date, and our experience is your guarantee of a reliable, cost-effective, and punctual installation.