Junk Van Case Analysis (Part 2) INFO 563-53 25 May 2017
Many companies today strive to provide the best and most differentiated service within their industry. A key aspect of achieving competitive advantage and growth is to identify opportunities for improvement. Since no company is perfect, management and employees should always be open to make necessary changes. Marcus Kingo, founder of 1-888-JUNK-VAN, identified a major problem within their current data processing system. These problems eventually led to missed sales opportunities and damaged reputation. Now, Kingo must focus on improving the data processing efficiencies through the development of Platform as a Service (PaaS) system, a category of cloud computing services. In this analysis, we will review Kingo’s current process and recommend Business Process Reengineering (BPR) strategies to enable 1- 888-JUNK-VAN to get ahead of its competition. To ensure 1-888-JUNK-VAN gains more success, they must determine what’s hindering their growth, implement a change, and continue to find innovative ways to rebuild momentum and continue to expand on their strengths. To identify room for opportunity, it is imperative to review the current process. Kingo created a virtual business, where the day to day operations were conducted by only a few employees. These employees consisted of two call center operators, one data clerk, three drivers and three helpers, all under Kingo’s “direct ‘virtual’ supervision”. As seen in Figure 1, the data and order information flow through a series of manual uploads to emails between the call center operators, data clerk, and drivers. This process seemed to work well, until “information errors and insufficiencies were now negatively impacting operations and increasing costs”. The process started when a customer calls one of the call center operators with a job request. The call center operators record the work order information in the MS Works database. Before the morning operator’s shift ended, he would email the updated database to the evening operator. In turn, the evening operator was required to follow the same procedure, with the addition of emailing the updated database to the data clerk.
You've reached the end of your free preview.
Want to read all 7 pages?
- Spring '17
- Rashmi Jain
- Marcus Kingo, data clerk