Quickfix is rapidly losing business, and management wants to redesign its computer repair processes and procedures to decrease costs and increase customer service. Currently, a customer needing help calls one of five regional service centers. A customer service representative records the relevant customer information, finds the closest qualified technician, and calls the technician’s cell phone to see whether the repair fits into his or her schedule. If not, the representative finds the next closest technician. When a technician is located, customer repair information is provided over the phone. The technician calls the customer and arranges to pick up the computer and replace it with a loaner. Making these arrangements takes one to two days and sometimes more if technicians are not available or do not promptly return calls.
If a broken computer cannot be quickly repaired, it is sent to a repair depot. These repairs take another four to seven days. If problems arise, it can take up to two weeks for an item to be repaired. When a customer calls to see whether the computer is ready, the service representative calls the technician to find out the status and calls the customer back. The repair process usually takes five phone calls between the customer, the service representative, and the technician.
There are several problems with this process that have led to a significant drop in business: (1) it is time-consuming; (2) it is inconvenient for a customer to have a computer removed, a new one installed, and then the old one reinstalled; and (3) service representatives do not have immediate access to information about items being repaired. Quickfix decides to use BPM principles to redesign its business processes.
a. Identify the repair processes that occur, and decide which should be redesigned.
b. Describe how the repair process can be redesigned to solve the problems identified.
c. What benefits can Quickfix achieve by redesigning the repair process?