https://padlet.com/bbanks5/5b5j4qj7us16q8w0 en-us 2022-09-25 23:52:31 UTC 2022-09-26 01:06:47 UTC hello@padlet.com bbanks5 https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312693873 Upon determining our group's performance problem and during team touchbase this week, it was determined that in our case and situation, it seems to be procedural problems leading to and causing human performance problems. In reading this case study I internally jumped directly back to this point in our group's conversation as I see a direct correlation and resemblance to this case study and the procedural problems that our client is currently experiencing. This case study gave me an opportunity to understand another organization and their issues with procedural problems and how they combat them. This has provided me with an experience that can be uses as insight for my group when we are in the solution production phase. ]]> 2022-09-26 00:22:20 UTC https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312693873 bbanks5 https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312712438 The following really stood out to me: "Be systematic in Assessment of Need, Opportunity, or Challenge."

-Specifically that the needs of ALL stakeholders must be considered, in this case the owner/ manager could not focus all of the attention to the customer to bring about over all improvement. Yes, pleasing the customer is important for better customer service ratings but if the design team and contractors are not equally attended to, the overall customer service would not have improved. 

-In terms of opportunities the owner used the design phase and use of deposit securement to keep from customers using the design activities to draw up plans but then look elsewhere for the construction itself to be done. This took an opportunity to present and sale and made it a closing sale vs. a wasted action on the company's part. 

-The challenge assessment was the new ownership fully engaging in the cost basis assessment of each job to increase margins...something that had not been done in the prior and had an effect on overall profit margins being where they needed to be. ]]> 2022-09-26 00:39:57 UTC https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312712438 bbanks5 https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312718948 The Blake Company purchased Mutschler Kitchens as an acquisition into the market it was already a part of (Mutschler Kitchens was at one point a contractor of The Blake Company). Upon doing so and in taking over operational activities, the new owner determined there were several procedural problems taking place including: 

-Margins were lower than what they needed to be to be profitable
-Jobs were not being closed out due to timing issues and job incompletions
-Customer satisfaction levels were dropping


]]> 2022-09-26 00:46:11 UTC https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312718948 bbanks5 https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312721996 -Owner visited construction sites to understand the current process and procedures

-Considered the perspective of all stakeholders including the community, designers, customers, sales reps, and contractors.

-Discussions with people in the community

-Met with staff members to discuss ideas and concerns]]> 2022-09-26 00:48:52 UTC https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312721996 bbanks5 https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312728049 The owner concluded that there was a dyer need for a comprehensive set of procedural activities to guide the upfront design and the action build activities that involved all stakeholders and supported achieving the three main goals of the performance improvement process. 

In implementing the procedural process the owner was able to meet all three goals: 

1. Increase customer satisfaction
2. Increase profit margins on EACH job
3. Decrease uncertainties and hiccups per job ]]> 2022-09-26 00:54:42 UTC https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312728049 bbanks5 https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312736150 The owner took an inclusive Systems View approach in which he put focus on the:

Inputs: designers worked with the customer in the beginning to come up with detailed plans (before any construction or agreements were made) in order to be able to provide more accurate bid price and required signage as well as deposit in order for contractors to be assigned

Process: The owner worked with the employees to create a detailed procedural design documented that guided everything from initial customer contact to finalizing construction and receiving payment of the job. 

Outputs: By requiring more "legwork" in the beginning there were less hiccups in the construction phase and reduced uncertainties for customers and contractors. 

Constraints: The process took some getting used to and time. At first customers were reluctant to make so many decisions in the beginning until they were sold and "bought into" the systematic process. Designers were also reluctant at first to ask of such things from the customer and had to be sold on the important and positive outcomes to come.  ]]> 2022-09-26 01:02:04 UTC https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312736150 bbanks5 https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312740704 This process took patience, time, practice, trial and error. It required buy in by all stakeholders and to get that buy in, the stakeholder had to trust and feel comfortable with the process. To do this, encourage pride in work, involve and ask for opinions of those involved, and be patient. The need for on going monitoring is critical. ]]> 2022-09-26 01:06:47 UTC https://padlet.com/bbanks5/5b5j4qj7us16q8w0/wish/2312740704