Reengineering the Business Process in a Laundry Appliance Repair Shop Essay

Reengineering the Business Process in a Laundry Appliance Repair Shop - Essay ExampleFundamental rethinking and radical redesign of profession process to achieve dramatic improvements in critical measures of performance such as cost, service, and speed. (Hammer & champy, 1993) This principle, combined with opposite management principles, go away breathe a new life into the laundry appliance repair pasture that is due for innovation as its operation process is inadequate to meet customer accept in terms of timely tint service, as well as achieve profit for the credit line. This proposal aims to guess the current business procedures that can be changed in order to meet customer specifications while at the same time append organization efficiency by creating a performance standard which will enable the business compete suitably in the market. The laundry repair shop is a trivial business with the human resource capacity of two employees the technician who handles repairs and a support person who handles the budget, call focalize and accounts. Currently the business procedure is as follows a customer calls the shop, the support person answers it and requests the potential node for their need. The support person then hangs up and calls the technician to inquire about his availability and the resource controlment for the art, i.e. time, costs. The thickening is then called back and the instruction is relayed back to them in order for contract to be accepted and mold into the system. Also the business holds recycled old machine parts in the repairs when the customer cannot pay for new parts. This increases the probabilities of reworks and breakdowns. This business amaze is based on a finite small customer base where the technician could meet the demand of the market and faced very little competition, factors which have changed with growth in the customer demand, technology and increase in competition. Complete and radical change of the process is ne cessitated in order for the firm to achieve supportive internal results, as well as satisfy its customers. By carefully defining the elements of processes, i.e. jobs, tasks, precedence constraints, resources and lessen management protocols the dramatic change that is sought will be achieved (Hammer & champy, 1993) The first operation that will require change is the cumbersome and cost ineffective call center. The customer might require immediate and take aim feedback within the shortest time on the availability and the cost of the service. The support staff also lacks general information of the job requirements or the availability of the technician making him unable to effectively queue the clients job into the system. The lack of a job log in the process creates a situation in which jobs whitethorn be ignored, a timeline and standard record is unavailable and performance cannot be measured and evaluated for future planning. Finally, the use of old machine parts when customers ar e not willing to pay for new one affects the quality of the product and while it seems a like win-win in the short term, it leads to long term loses for the business with reworks, as well as customer dissatisfaction. With the identification of these three areas of the process as requiring redesign, the new business model will seek to completely change