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After the billing, came the report process. There were reports on accounts aging, energy billed, and information needed by the accounting department, etc. The system could bill average power usage in case of a strike by the meter readers. The billing process was staggered throughout the month. There were many different types of customers: Users with energy meters, users charged on a fixed rate basis, industrial users, rural customers, and employees (paid only 25% of the bill as a fringe benefit). The rate paid by the customer depended on the geographical area and other factors. The different taxes included in the bill varied depending on the customer and his location in the city or out of the city. The end of the month process included printing monthly reports, cleaning up the master file, and transfer of records to a bad debt file. The billing system provided information to the payroll system. The power bills belonging to employees were deducted from the employee's paycheck. The other process was dependent on the payments. Each cashier provided a batch of receipts with the total collected through her cash register. The computer added the receipts and compared it with the total provided by the cashier. If the difference was less than an amount X, the batch was accepted, otherwise it had to be examined by the supervisor of the cashiers before being processed. The next step was to update the master file with the payments. Then reports were sent to accounting and to operations. This process was performed daily for city users. Rural areas were processed monthly. After the payments were completed, we processed the disconnections. This subsystem detected which customers were candidates to be disconnected due to lack of payment. Customers owing three or more months, which owed more than a minimum amount "Y", were reported to operations so that their power could be cut off. This minimum was set, so that the amount to be collected justified the effort of a trip by the truck. Collection on big debtors had priority when there was an urgency for funds. The number of disconnections reported were limited to a number "X", depending on the resources available and the plans of the operations department. The last key reported was saved, so that the process could restart from that point the following day. With industrial customers the report was sent to the finance department, not operations. That way the customer could be contacted about it, without suffering a power cut. For some industries, a power cut could cost many times the amount owed on the power bill. Another subsystem was used to handle the cases where a customer could pay a large debt on an installment basis, without suffering a loss of service. The accounting department would provide information on the amount to be financed, number and the amounts of the payments. These payments were added to the master file before the billing process. during a crisis, an estimating system was developed to enable the Power Company to run the billing system despite a local union strike.