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21.9 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 three problems
identified.
Design a new information system with the following features.
The repair process could be redesigned in many different ways. Some ideas are:
In addition to phone requests for service, Quickfix could design their new system to
accept requests via fax, emails, texts, entries on the customer service section of its web
site, etc.
When a repair request is received, a customer service representative enters the necessary
data into a customer order maintained in the information system. The design should
minimize the amount of data the service representative enters, while still giving
customers the flexibility of notifying Quickfix in the way that is most convenient to them.
c. What benefits can be achieved by redesigning the repair process?
Increased customer service and satisfaction because most computers are repaired
immediately at the customer's business. This should also save money because the amount
of time it takes to repair computers is reduced
21.10 Conduct a search (using written materials, the Internet, electronic databases, etc.) for
successful and failed implementations of information systems. Per your professor’s
instructions, prepare an oral or written summary of a successful and a failed
implementation. Include in your summary the approach used to acquire or develop the
system (purchase software, develop it, modify it, outsource it).
Student answers will vary depending upon what they find.
SUGGESTED ANSWERS TO THE CASES
21-1 Steve Cowan owns Professional Salon Concepts (PSC), a hair salon products distribution
company. After working for his father, a barber and beauty salon products distributor, he
started his own business selling Paul Mitchell products. Business was poor until Steve
conducted a free seminar demonstrating how to successfully use his products. He left with a
$1,000 order and a decision to sell to salons that allowed him to demonstrate his products.
Steve’s strategy paid off as PSC grew to 45 employees, 3,000 customers, and sales of $7
million. PSC carries 1,000 products, compared with 10,000 for most distributors. The smaller
product line allows PSC to achieve a 24-hour order turnaround, compared to over two days
for the competition. Steve occasionally has to work late packing orders and driving them to
the UPS hub a few towns away so he can meet the 2:00 A.M. deadline.
After buying a computer and installing a $3,000 accounting package, Steve thought
everything was going great until Terri Klimko, a consultant from a PSC supplier, stopped by.
Terri asked the following questions to find out how well he knew his business:
Do you know exactly how much you ship each month and to whom?
Do you know how much each customer bought, by supplier?
Can you rank your customer sales?
Can you break your sales down by product?
Do you know how the profit per client breaks down into product lines?
Do you know how revenues per salesperson vary over the days of the week?
When Steve answered no to each question, Terri told him that people who cannot answer the
questions were losing money. Upset, Steve terminated the session by politely dismissing Terri.
Although unimpressed with Terri’s advice, Steve was impressed with her and they were soon
married. Shortly afterwards she joined the company.
Steve asked Terri to help the salons become more profitable. She developed a template to help
salon owners determine how much each hairstylist brings in per client, how many clients
receive extra services, and which clients buy hair products. The Cowans soon became more
like partners to their customers than trainers. If a salon had employee problems, the Cowans
would help settle it. If a salon needed help with a grand opening, they lent a hand. The more
PSC products the salons bought, the more time the Cowans gave.
PSC sold turnkey systems and support services at cost to help salons answer Terri’s questions.
Unfortunately, PSC’s computer could not answer those same questions. Steve asked
consultant Mike Fenske for help. Mike entered all of PSC’s raw data into a database and
wrote a program to produce the desired information. The system worked but had problems. It
was so slow that accounts payable and purchasing information was handled manually, it did
not answer Terri’s growing list of questions, and only a few months of detailed information
were available at a time. To alleviate these problems, Steve hired Mike as the company
controller.
After reading an industry report, Steve realized it was time to purchase a new system. Steve
and Mike decided to evaluate and select the software themselves and rely on the vendor for
installation help. They spent months researching software and attending demonstrations
before settling on a $20,000 system. The vendor began installing the system and training PSC
personnel.
Three days prior to conversion, Steve met a distributor who described how his system met his
detailed accounting and customer reporting needs as well as his inventory management and
order fulfillment needs. Steve was so impressed that they stopped the conversion, went to
North Dakota to check out the distributor’s system, and flew to Minneapolis to visit DSM, the
software developer.
DSM did a great job of demonstrating the software and provided Steve and Mike with great
references. The only hitch was DSM’s inability to demonstrate two features that were
particularly important: adjusting orders automatically to reflect outstanding customer credits
and back orders, and determining the least expensive way to pack and ship each order. DSM’s
salespeople assured them that those features would be up and running by the time the
package was delivered to PSC.
Their economic feasibility analysis showed $234,000 in yearly savings:
$144,000 Most PSC orders consist of several boxes, 95% of which are sent COD. The old
PSC system had no way to prepare orders for multiple-box shipments; a
five-box order required five sales invoices and five COD tickets. The new system
allowed PSC to generate one sales order and ship one box COD and the other
four by regular delivery. Not having to ship every box COD would save $144,000
a year.
$50,000 PSC paid a CPA firm $50,000 a year to prepare its financial statements. The new
software would prepare the statements automatically.
$40,000 Because the old system did not have credit-managing capabilities, it was hard to
detect past-due accounts. Earlier detection of past-due accounts would result in
faster collections, fewer lost customers, and fewer write-offs.
Unknown The major reason for acquiring the system was to improve customer service by
making more detailed customer information available.
After estimated annual maintenance costs of $10,000, there was an annual return on
investment of $224,000. Because the system would pay for itself in less than a year, Steve
bought it and wrote off his $20,000 investment in the other system.
When DSM installed the software, Steve found out that the promised features were not
available and that there was no immediate plan to add them. Although Steve and Mike were
upset, they had to shoulder some of the blame for not insisting on the two features before
signing the deal. They found a program that automatically determined the cheapest way to
pack and ship an order. DSM agreed to pay half of the $10,000 cost to integrate it into the
program. DSM offered to create the module to reflect customer credits and back orders for
another $20,000, but Steve declined. These problems pushed the conversion date back several
months.
PSC spent three months preparing to implement the new system. Training PSC employees to
use the new system was particularly important. Adding a customer to the database required
only one screen with the old system, the new software required six screens. Employees were
taught to shout “Fire!” when they had a problem they could not handle. Mike or a DSM
programmer explained the error and how to correct it. During implementation, the new
system was tested for glitches by processing real data. Looking back, Mike admits three
months were not nearly enough for the training and testing. They should have used twice as
much time to identify and eliminate glitches.
When PSC converted to the new system, telephone operators were confronted with situations
they had not been trained to handle. Soon everyone was yelling “Fire!” at the same time. In
less than one hour, so many operators were waiting for help that the programmers stopped
explaining the correct procedures and simply ran from operator to operator correcting
problems. Mistakes were repeated numerous times, and the situation intensified. Some
employees, frustrated by their inability to work the new system, broke down and cried openly.
In the warehouse, Steve was not having much fun either. On a normal day, PSC has 200 to 300
boxes ready for 3:30 P.M. shipment. On conversion day, a lone box sat ready to go. Facing the
first default on his 24-hour turnaround promise, Steve, Terri, Mike, and a few others stayed
past midnight packing and loading boxes on trucks. They barely made it to the UPS hub on
time.
The next day, order entry and shipping proceeded more smoothly, but Steve could not
retrieve data to monitor sales. That did not make him feel too kindly about his $200,000
system or DSM. It took Steve weeks to figure out how to get data to monitor sales. When he
did, he was horrified that sales had dropped 15%. They had focused so hard on getting the
system up and running that they took their eyes off the customers. To make matters worse,
Steve could not get information on sales by customer, salesperson, or product, nor could he
figure out why or where sales were falling. Things quickly improved after “Hell Week.”
Orders were entered just as quickly, and warehouse operations improved thanks to the
integrated add-in program. The new system provided pickers with the most efficient path to
follow and told them which items to pack in which boxes based on destination and weight.
The system selected a carrier and printed labels for the boxes. Order turnaround time was
shaved to 20 minutes from five hours.
Months after the system was installed, it still did not do everything Steve needed, including
some things the old system did. Nor did it answer all of Terri’s questions. Steve is confident,
however, that the system will eventually provide PSC with a distinct competitive advantage.
He is negotiating with DSM to write the credit and back-order module.
Steve believes the step up to the new system was the right move for his growing company.
With the exceptions of taking the DSM salesperson’s word and not taking enough time to
practice with the system, Steve feels PSC did as good a job as it could have in selecting,
installing, and implementing a new system.
1. Do you agree that PSC did a good job selecting, installing, and implementing the new
system? If so, why? Or do you feel PSC could have done a better job? If so, what did it
do wrong, and what should it have done differently?
PSC could have done a better job by doing the following:
Steve knows Terri is outstanding and he could have used her to manage better the
computerization process.
2. How could PSC have avoided the missing features problem?
3. How could PSC have avoided conversion and reporting problems?
4. Evaluate Steve’s economic feasibility analysis. Do you agree with his numbers and his
conclusions?
5. How could PSC's customers use the new multi-box shipping approach to defraud PSC?
6. How would you rate the service PSC received from DSM? What did it do well and what
did it do poorly?
The developer gets a bad grade for:
