Streamlining the Customer Service Department Terry Smith managed a small group of employees in the Customer Service department at a growing business. Lately, the number of calls had increased, her staff was under tremendous pressure, and there were many complaints regarding the response time to calls. Terry was told that if her department's performance did not improve, the company might just outsource the function altogether. She was given a very short time to turn things around; 2 or 3 months at best. She thought that streamlining the customer service process could improve the department's workflow and resolve issues with the customers as well as the employees. Terry decided to construct a project plan for the streamlining project. She began by identifying all the steps she needed to take. To improve the process, she first needed to understand the current process. She began by (A) reviewing the current service level, which involved gathering information on the volume of calls, the time it took to assign call tickets to customer service representatives, and the ticket closure time. She estimated that she could complete this task within 10 days. While working on measuring the current service level, Terry thought it would be beneficial