MGTS2203\tAssignment\t2 Process\tImprovement\t(Team\tAssignment) 30\tmarks\t(30%\tof\tfinal\tgrade) Due: 28th\tOctober,\t2016\t11:59pm Submission\ttype: Report,\tBizagi\tmodel\tfile,\tand\tVideo\tPresentation Submission\tmethod:\tvia the Blackboard assignment submission tool Teams: 2-3 members Team information due: Monday 10th October, 2016 5:00pm via email to the lecturer Task Your task is to model, analyse and redesign a booking-to-cash process at AwesomePicsRUs, a Brisbane based Australian company that specialises in photography. To this end, a description of the \"as is\" process is provided for you below, together with further insights from stakeholders. You are required to use this description, which is a result of process discovery, as the basis for analysing the process, identifying improvement opportunities and to designing an improved \"to-be\" process. If you find that the description below is not detailed enough, you can make your own assumptions and these should be documented in your report. Of course, your first task is to understand the \"as is\" process. To this end, you are asked to design a detailed BPMN process model (using Bizagi Modeler) reflecting the current state of the process. Next, you should identify wastes in the process. The wastes should be documented in a \"Waste Analysis\" table in your report, by applying the 7+1 wastes we discussed in the course. The Waste Analysis table should include the following columns: name of waste, description of waste, type of waste. Once you have identified wastes, you should identify major issues from the perspective of the stakeholders. The stakeholder issues should be assessed and documented in an Issue Register. The Issue Register should include the following columns: Issue Number, Issue Name, Short Description, Data/Assumptions, Quantitative Impact and Qualitative Impact. The issue register should NOT be an inventory of every possible issue you can think of. Instead, you should focus on the top FIVE issues that capture the concerns expressed by the customers, staff and management stakeholders (as per the process description and stakeholder input provided to you in this assignment). Based on the identified issues, you should then design a \"to-be\" process model in BPMN (using Bizagi Modeler) and explain: what changes you are proposing; how these changes address the identified issues; and how they contribute to achieving the company's strategic goals. Team Information This is a team assignment and team spaces will be set up for you on Blackboard as soon as you advise the lecturer (via email: m.indulska@business.uq.edu.au) of your team composition. Please email the names and student numbers of your team members (maximum of 2-3 people per team) no later than 10th of October, 2016. Your team space will give you access to team emails, file sharing, etc, and will also enable you to submit the assignment. You will not be able to submit this assignment unless you belong to a team space that has been set up for you on Blackboard. Final Submission Your team should submit via Blackboard, by the deadline, the following deliverables: 1. Your Bizagi .bpm file of your \"as-is\" process 2. Your Bizagi .bpm file of your \"to-be\" process 3. A document /report containing: A cover page with the names and student numbers of all of your team members A screenshot of your \"as is\" model, appropriately titled in the document Waste analysis Issue Register Explanations of improvements you have incorporated into the to-be process (as per the task description) A screenshot of your \"to be\" model, appropriately titled in the document Any assumptions you have made 4. Your 10 minute (maximum) video presentation (slideshow with voiceover) on process issues and improvements (submitted via Kaltura - see Blackboard for instructions). Instructions on capturing such a video, and submitting it, are available on Blackboard. How to Submit Your submission is done through the standard Blackboard assignment submission tool (as per assignment 1), which will become available to you once you are added to a team space on Blackboard. The submission also involves uploading of your video presentation. Full instructions are provided on Blackboard. Only one submission per team is required. Scenario AwesomePicsRUs specialises in family photography, personal event photography (e.g. weddings and party photography) and commercial photography (corporate events photography). As of 2015, they have 25 studios across Australia, making AwesomePicsRUs the largest chain of photo studios in this country. AwesomePicsRUs' 2015 turnover was $17.6 Million, of which 25% was from sales to corporate customers and the rest from private customers. One of their core processes is the booking-to-cash process, which starts when a customer makes a booking for a photoshoot, through the order placement, and ends when the customer pays and obtains the ordered photos. In 2015, AwesomePicsRUs received 10,000 orders from commercial customers and 80,000 orders from private customers. Booking-to-cash process The process starts when a customer makes a booking for a photoshoot session. A booking can be made on the phone or via e-mail - in any case this is done using a phone number or email address specific to the chosen photo studio. The request is handled by a customer service representative at the relevant studio. Each studio employs two customer service representatives: a senior one, who is also manager of the studio, and a junior one. The customer service representative enters the details of the booking into the PicStudio information system. The entered data includes: - Customer data (full name, phone number, e-mail, and, if applicable, company name, company address and company registration number for invoicing purposes). - Booking data: start of the session, duration, type of photoshoot (family, personal event or corporate event) whether the photoshoot is in-studio or on-location, and whether special equipment is required (e.g. lighting equipment). The booking is assigned to one of the photographers of the studio (on average, each studio has 3.5 photographers). On average, an in-studio session lasts 45 minutes while an on-location session lasts 3.5 hours (including transportation time). Overall, 20% of private customer photoshoots and 100% of corporate customer photoshoots are on-location. After completing a photoshoot, the photographer uploads the photos to a file server. Eventually, a technician (there are, on average, 2 technicians per studio) cleans up the pictures by deleting duplicates and failed shots. Later, the technician edits the remaining photos and arranges them into a photo gallery using a dedicated software tool. Once the gallery is completed, the customer is notified by e-mail. The notification includes an URL where the customer can preview their gallery of photos. Customers can view the gallery, select the photos they wish to order in print (and specify number of prints per photo) and those they wish to get in digital copy (i.e. in full resolution rather than the low resolution used in the photo gallery). Customers can also add comments to photos to request additional editing (i.e. make special requests). When placing their order, customers can specify whether they will pick-up the printed copies at the studio or have them delivered by post. If they choose the latter, a postage fee is added to their order. Once the customer places an order for their photos, a technician performs additional editing (if required by the customer). In such special requests exist, the technician may need to communicate with the customer via email or phone to clarify the request and to determine how to fulfil it. They will also decide whether the special request will incur an additional fee and the extent of that fee. If printed photos are required, the technician prints them, puts them in an envelope and leaves the envelope on the studio's front counter. Digital copies are placed in a Dropbox folder with the order number (the link is only shared with the customer after their payment has been received). Once the photos are ready, a customer service representative calculates the amount to be invoiced (including any additional fees for special requests), produces the invoice and sends it to the customer. The customer can pay by direct debit or in person at the studio counter (for example, when they arrive to pick up their printed order). When a customer service representative identifies that payment has arrived in the company bank account, they mark the corresponding order as paid in the PicStudio information system. If required, they carefully pack and send any printed orders via Australia Post and, if applicable, they email the Dropbox link to the customer. Photos from a photoshoot are kept in their corresponding gallery for up to 30 days (a reminder is sent to the customer 5 days before the expiry date). If the customer has not placed an order past this period, an invoice is sent for the minimum billing amount (see below). Invoices are payable within 7 days of their issue. A customer service representative sends a reminder when they identify an overdue invoice. Similarly, a customer service representative sends a reminder if they identify a situation in which a customer has not collected printouts more than 7 days after they were ready for pickup. Booking or order cancellations can occur in three ways: (i) prior to the photoshoot session (booking cancellation); in case of no-show (the customer did not show up to the photoshoot session and did not reschedule); or (iii) after the photoshoot (i.e. if the customer did not order any photos within 30 days). Cancellations prior to the photoshoot session do not incur a fee. Cancellations due to noshows do not attract a fee if they are in-studio; they attract a $50 fee if they are on-location (due to transport time and costs). In case of a no-show, the customer may re-schedule the booking for a later day but the no-show fee for on-location shootings is charged to the customer in any case. If a customer does not order any photos after their photoshoot, the customer is invoiced for a photoshoot fee of $100 for in-studio sessions ($150 for on-location sessions). In addition to this process detail, the process discovery sessions resulted in the following stakeholder feedback being documented: Customer viewpoint. In 2015, customer satisfaction was 80% (down from 85% in 2014) and net promoter score was 70% (down from 80% in 2014). Common customer complaints exist in regards to: (i) turnaround times between the photoshoot session and the availability of photos for review, as well as the turnaround times for delivery of digital copies and printouts; (ii) turnaround times for resolving customer complaints, particularly in regards to perceived defects in the delivered digital and printed copies; (iii) mishandled or forgotten orders or ignored special requests. Customers often make changes to their orders or additional special requests via phone or e-mail and these changes/requests are sometimes not recorded (or recorded incorrectly) in the PicStudio information system. Changes to orders are currently handled manually. Staff viewpoint. Staff satisfaction with the current process is low. Over 60% of customer service staff said that their job is stressful. The staff turnover rate is at an all-time high: 20% of staff involved in the process as of 1 January 2015 had resigned by 31 December 2015, up from 10% the year before. Over 80% of the resignations were from customer service staff, with the remaining resignations being from photographers and technicians. The average Cost-To-Company (CTC) of a photographer at an AwesomePicsRUs studio is $41,000 per year ($35,000 for technicians and $37,000 for customer service staff). The CTC at AwesomePicsRUs is considered to be in-line with the industry average for a photography business. In addition to staff at the individual studios, AwesomePicsRUs also employs 20 staff at the company headquarters in Brisbane at an average CTC of $46,000 per employee. Interviews with staff have highlighted the following issues in the process: - Customer service staff indicate that appointment management is too time-consuming. Customers sometimes call or e-mail multiple times to find a suitable appointment time. Customers also call frequently to change their photoshoot appointments or to cancel their sessions. About 1% of corporate orders result in a cancellation prior to the photoshoot, while 5% of private orders are cancelled prior to the photoshoot. - The late-show and no-show rates for appointments are high: 10% late-shows for in-studio sessions, 2% for on-location sessions, 3% of no-shows for on-studio sessions, and 1% for on-location. - There are numerous customer enquiries via phone and e-mail (on average 3 per order, in addition to booking-related calls or e-mails). These communications are mainly to enquire about the status of orders or deliveries, to make changes to the order, to discuss special requests, ask pricing questions, as well as to report complains with received orders. Management viewpoint. AwesomePicsRUs' strategy for the years 2016-2019 is focused on revenue growth. The company seeks to achieve a revenue increase of 50% by end of 2019 through growth of the existing business (i.e. without company acquisitions and without opening additional studios). To achieve this goal, AwesomePicsRUs' management is open to ideas on how to improve customer service and to expand the range of value-add services (e.g. such as offering slideshows to customers of personal events, allowing customers to easily order reprints of photos, etc). AwesomePicsRUs' management also thinks that additional revenue could come in significant part from wedding photos, parties and ceremonies. Currently, only the customer who made the booking is able to view the photo gallery and place orders for photos. But in the case of personal events and if the customer consents, AwesomePicsRUs' management consider that there is an opportunity to sell photos to the guests of those events (e.g. allowing all wedding guests to order photos, as opposed to just the customer). AwesomePicsRUs' management also thinks that faster cycle times could help to enhance sales. Sending more frequent reminders to customers to place their order, or re-organizing work to reduce cycle times are options that could be considered. Marking Rubric Criteria High\tLevel Competency Adequate Competency Developing Competency As-is\tmodel All\tprocess elements\thave been\tcorrectly modeled,\tusing appropriate modeling conventions. Some\tprocess elements\tare missing\tor\tare incorrectly modeled. Most\tprocess elements\tare missing\tor incorrectly identified. Some\tmain\tas-is process\tproblems (wastes\t&\tissues) have\tbeen identified\tand discussed. Most\tmain\tas-is process\tproblems (wastes\t&\tissues) have\tnot\tbeen identified\tand/or incorrect\tanalysis methods\thave\tbeen applied. 5\tmarks Analysis\tof\thigh All\tmain\tas-is priority process\tproblems problems\t& (wastes\t&\tissues) bottlenecks have\tbeen identified\tusing appropriate 7.5\tmarks analysis\tmethods and\tadequately discussed. Solutions 7.5\tmarks To-be\tmodel 5\tmarks Presentation 5\tmarks All Most Some recommendations recommendations recommendations to\taddress to\taddress to\taddress identified identified\tproblems identified\tproblems problems\thave have\tbeen\toutlined have\tbeen\toutlined been\toutlined\tand and\texplained,\tand and\texplained,\tand explained,\tand are\tappropriate. are\tappropriate. are\tappropriate. All\tprocess elements\thave been\tcorrectly modeled\t&\tthe\ttobe\tprocess\tis consistent\twith the\toutlined analysis. Some\tprocess elements\tare missing,\tare incorrectly modeled\tor\tare\tnot consistent\twith\tthe outlined\tanalysis. The\tpresentation Most\tof\tthe is\tclear\tand\twell important\taspects motivated,\tand\tis of\tthe\tproject\tare based\ton\ta well\texplained\tand professional\tset presented. of\tslides.\tAll important\taspects of\tthe\tproject\tare well communicated. Most\tprocess elements\tare missing\tor incorrectly modeled,\twith respect\tto\tthe outlined\tanalysis. The\tpresentation requires improvement\t-\tthe motivation\tis unclear,\timportant argumentation\tis missing\tand presentation\tskills require\tfurther improvement