1. The key problem
Today, customers appear to be more demanding for a high standard quality of products and services, in particular desiring for quick response. Customer’s needs and expectation is therefore considered as an important issue for a company to meet the requirements of the customer. Customer dissatisfaction gives rise to a wide range of problems to a business. In view of that, the key challenge of a company is to continuously improve the quality of products and services.
The basis improvement of a process can be effectively carried out through the use of process mapping which is a technique to define a business entity with the purpose of quality improvement. The aim of this report is to conduct process mapping and
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According to the direct observation of the process at Michel’s Patisseri, the core process or level 1 consists of four major components: (1) taking customer orders, (2) functioning on the cashier, (3) making the beverages and/or bagging the bakery items, and (4) serving to customers. The core process chain (level 1) is diagrammatical illustrated in Figure 1, Appendix A.
Moreover, the core process chain must be broken into sub-process so as to identify areas for improvement. The sub-process performs at a more detailed level than the core process with a highlight on the participants on a daily basis (OSCI, 2008). It is very important to note that the core process must be spitted up into adequate detail to understand, monitor, manage, and analyse performance of the process. In view of that, making the beverages and/or bagging the bakery items activity is broken down into sub-process as depicted in Figure 2, Appendix A. As a result, the process mapping is developed in the flowchart as shown in Figure 3, Appendix A.
The details of each activity are described as follows. Taking customer orders which is the first activity in the core process is carried out by the cashier. The order details are written down on the paper in the case of bakery item and/or on the cup in the case of beverage. For instant, the customer orders coffee whether or not with sugar. Afterward, the cashier functions on the cashier and passes the order details to the
Improvement means an increase in value or betterment of condition or quality. “It takes a process-oriented mindset to maintain day-today operations while seeking opportunities for betterment” (Langabeer, 2008, p. 75). The process improvement proposal plays an
A process improvement and implementation plan (PIP) is designed to help companies analyze their present business processes by ascertaining probable complications within their selected procedures. This extensive process will also help the company to identify and improve their business standards, intentions, and give them the golden opportunity to correct potential difficulties within the chosen processes. The process improvement and implementation plan will also allow the company to ensure that each phase will not be subjugated before the project is successfully completed.
In this report the objective was to select a company and interview to gain greater insight on they use processes to establish standardized, controlled steps to achieve consistency in its various operations. The name of the store owner I interviewed was Mr. Paul J. Dial, owner of the Food Depot located in my town of Stockbridge, Ga. In a 20 minute interview I asked him questions pertaining to the process his company uses that are critical to the effectiveness, profitability, and flow of products bought from his store.
Both organizations have processes such as Drive-thru, EFTPOS, Dine-In, WiFi facility that is seen as a convenience, makes the product easier to consume.
There are various phases in a quality process improvement. At Northrop Grumman, processes are improved using the Six Sigma process. The Six Sigma process includes five phases. The first stage is to define. This stage requires the team to create a SIPOC, describing suppliers, inputs, process, outputs and customers. Next, identify the customer and data that helps the team understand the customer's critical needs. The team will put together a team charter that includes the business case, which is the business reason for the proposed project, a problem statement specifically answering the what, where, when and to what extent of the project. The next part of the charter is a goal statement that meets the SMART criteria, and confirming that no one else has collected that data (Rath, 2003). Roles and responsibilities are assigned to each team member and documented. The project scope defines the starting point, insurance against scope creep and what constraints might affect the team. Milestones schedule a time limit for reaching each level of the process from start to end by using a Gantt chart of some similar chart. Finally a communication plan is developed for content during team
As the managed step in the process is examined the process and procedure to add additional items to the Checkers’ menu will be aligned with the restaurants strategies and goals. One of the goals of Checkers is to provide quality food to customers. If this goal is to be attained, the strategy to add additional items and add revenue to satisfy shareholders will be implemented and tracked throughout the process. At this stage, data can be collected from consumers to analyze which changes can be made to optimize the processes in place. Within the optimizing stage of process enhancement, Checker’s will continue to analyze processes and also present additional ownership to employees to continue process improvement. Mastery comes at all levels so employees, shareholders, and consumers will all benefit mutually. Everyone is involved in trial
Customers service is the highest priority within this firm which is not taken for granted. Therefore, it seems that the company understands that there is a constant need to enhance the quality of service by establishing three principles: customers are priority, it's essential to pay attention to detail and strive to exceed the customer's expectations.
2. Literature Review 2.1 Previous Theory on Service Quality and Customers Satisfaction Parasuraman et al., (1985, 1988) proposed service quality model for the first time and they said service quality can be measure through functional quality dimension which has five components (tangibility, reliability, responsiveness, assurance, empathy). This model identifies the gaps of service quality of the service organization which describe five gaps during the service expectation till the actual service delivery. First gap is the service providers do not know what the expectations of the customers about the service. Second gap is the service provider does not recognize the standard of service that customer expect. Specifications of the service and delivery of service is the third gap. Forth gap is related with delivery of the service. Last and final gap is the customer’s expectation about the service and the perceived service. In latter part Haywood-Farmer (1988) mentioned that there are three important attributes in a service quality for instance (1) physical facilities and processes (2) people’s behavior (3) professional judgment. However, Brogowicz et al., (1990) developed a model for
The mapping of business processes, including related activity to determine what the organization does business; the frog who is responsible for the business process should be tailored to track the success of the Process. Businesses can set
Today in the face of fierce market competition, the decisive factor for the long-term prosperity of the company is strong trusting relationships with customers. Quality customer service is not only one of the competitive advantages, in many areas it has become the only competitive advantage. Quality of service is the new standard by which customers judge the quality of the product. Customer service is a kind of sale, because the good service makes the customer to come to you and to buy from you more often. According to the research of American Management Association, regular customers who buy from you again and again, because they like the service, provide an average of 65% of company sales. One of the main problems is that managers do not
This report provides an overview of the role of BPM and value chain. The report will highlights the problems the Cullen creative cooking Pty Ltd is facing and will priorities them on the bases of most urgent. It will include the modified organizational structure of the company, along with the as-is and to-be diagram. It also provides an insight to the project scoping diagram and will provide possible solution for the company. Based upon the report their will be some recommendation for the company in order to
Business and customer service interaction have played a huge part in the great world we live in today. The opportunity for success in business wouldn’t be available if companies did not recognize the importance of treating customers’ right. Customer’s do not purchase from or support companies who do not deliver good service. There are many factors that can provoke poor Customer Satisfaction. The evolution of
In order to achieve their goals, processes are used in accomplished organizations to complete the work needed. Organizations that adopt the process view can be very successful if used appropriately. The next few pages will define a business process, and explain the advantages of adopting this kind of organizational view.
Process improvement refers to making a process more effective, efficient, or transparent. Process improvement is relevant to all ITS areas because processes naturally degrade over time for any number of reasons. An organization that conducts process improvement focuses on proactive problem resolution in order to avoid operating in crisis management mode when process degradation occurs. Process improvement helps an organization:
Process and capacity competence is one of the funders to Starbucks' accomplishment. The organization's procedures are profoundly effective, as perceptible in its bistros. Likewise, Starbucks advances limit and limit use by planning procedures to take care of varieties in demand. For instance, forms at the organization's bistros are adaptable to alter workforce to an unforeseen increment in ask for all