Comment on two posts.

A.

The first principle is "Don't waste the customers time". Although traditionally, Fujitsu earns more if they got more complaint calls, they still stick to this principle and try to provide best solution to the customers by categorizing complaints and finding the main problem. Fujitsu reduced the possible time the customer would waste on a recurring problem. The second principle is "Continually aggregate solutions to reduce the customer's time and hassle". Not just doing the job as a mediator, Fujitsu constantly analyze problems and add new values into original service so that the whole IT system could advance, which could truly open the lines of communications for BMI and customers.

The process flowchart and lean consumption map are all graphs that divides and maps steps in a certain process. They are all used to optimize the process. But the process flowchart focuses more on general/big picture dealing more with capacity and utilization, where the lean consumption map looks at detail steps aiming at reducing waste. In my opinion, in most case, a step in process flowchart can be divided into a lean consumption map. And also, when creating lean consumption map, we need to do it for both provider and consumer parts, but we only need provider part in process flowchart.

B.

1, The first principle is quality at the source.By purchasing better printers with less problems, Fujitsu significantly decrease the times that operations are disrupted. Most importantly, solving problems at the first step is the easiest and the least complicated. If something goes wrong in the first step, it creates chain reaction and more problems at further steps are created. Those problems are costly to Fujitsu as well since it decrease the chances that Fujitsu's employees get more orders. If Fujitsu focus on solving problems at further steps such as have technicians fixing printers, the served business may not be satisfied enough to continue signing their contract.

The second principle is collaborating with suppliers. If Fujitsu does not collaborate with printer suppliers to have access to better printers, it can never actually solve the problems at the source.

2, First, Grupo removed the waste of queues by scheduling arrival times of customers well. Long waiting line at a time not only make customers unsatisfied, thinking to choose a less crowded alternative next time to save time, but also make it easy to create problems such as too many cars blocking the entrances as well as parts shortage. Technicians may get too much stress as well. Second, Grupo divide jobs to be done into parts characterized by traits such as complexity. This enable the technicians to be more focused and the whole fixing process is done in a more orderly fashion. The green hands do not have to pick problems that are too complicated so that unnecessary time are wasted or the cars are fixed wrongly.