ul Perry's Pool Supplies Vision is for their customers to have carefree, crystal clear swimming pools. His mission is to deliver premium pool service and supplies, with the best success, at a reasonable cost Perry runs a pool service company in the Northeastern US with 20 Service Technicians and 3 Retail Stores. He has 3 regional service warehouses collocated with the Retail Stores with service managers located at each. The service techs carry equipment, tools and pool chemicals in their vans. The service techs go out on 6-8 jobs per day and each job can be one or a combination of the following: Routine Maintenance Pool Cleaning, Chemical balance Break Fix- Customer calls with a problem, e.g. pump making noise, filter not working Open/Closing-Early late season open or close pools The Service managers assign (dispatch) the jobs to the technicians. Each morning the techs get a list of their jobs and restock their vans from the warehouse. They then call in when they arrive on the job and again upon completion with materials, parts, equipment used. The service managers prepare and send out invoices to the customers via Email and charge their credit cards. With the current system inventory is relieved from one of the three shared warehouses upon invoice to the customer. Each Tech has a company issued Samsung Android Smartphone and can receive email and text messages from their Service Managers. The Retail stores carry the same supplies, parts and equipment as the techs with a wider variety of chemicals as well as pool toys and deck furniture, etoc. Currently Perry has POS (Point of Sale) terminals in each store and one for each Service Manager (6 total.) This system allows him to ring up purchases and process credit cards. The system is old and he has outgrown it. Perry has recently had some operations consultants in helping him to evaluate how to grow his business. They have advised him to consider an investment in new systems and technology to address the following Improve PCI compliance for credit cards, today the service managers have to write down Credit Card numbers for repeat service calls Optimize the scheduling of work to reduce tech windshield (driving) time between service calls Better purchasing and inventory system. Perry has a large investment in inventory, a lot of which is in the service vans. Perry's current system only lets him manage 3 warehouses, one for each Service/Retail location. He need to know more about what is on the techs van's and how inventory moves on and off the trucks. Enable the Techs to create an invoice on site as the work is completed and, at a minimum be able to Email it to the customer. Perry is able to complete his financial transactions in QuickBooks today and does not plan to change this at the current time Complete the following From what you know Diagram the service and retail work flow Identify data elements that go back and forth where they are stored today (as best you can from the info you have. Use the high level bike detail in figure 3-13 as a guide, you should be at least this detailed. But also identify what info is travelling and where it gets stored. Be as specific as you can.) . Using your work flow diagram identify how Perry could improve his current processes. .Develop a list of the projects with desired outcomes that he will need to meet his goals as stated in the case. Please work in your assigned teams. Please prepare the detailed work flow and written recommendations of how you will alleviate the consultants concerns. ul Perry's Pool Supplies Vision is for their customers to have carefree, crystal clear swimming pools. His mission is to deliver premium pool service and supplies, with the best success, at a reasonable cost Perry runs a pool service company in the Northeastern US with 20 Service Technicians and 3 Retail Stores. He has 3 regional service warehouses collocated with the Retail Stores with service managers located at each. The service techs carry equipment, tools and pool chemicals in their vans. The service techs go out on 6-8 jobs per day and each job can be one or a combination of the following: Routine Maintenance Pool Cleaning, Chemical balance Break Fix- Customer calls with a problem, e.g. pump making noise, filter not working Open/Closing-Early late season open or close pools The Service managers assign (dispatch) the jobs to the technicians. Each morning the techs get a list of their jobs and restock their vans from the warehouse. They then call in when they arrive on the job and again upon completion with materials, parts, equipment used. The service managers prepare and send out invoices to the customers via Email and charge their credit cards. With the current system inventory is relieved from one of the three shared warehouses upon invoice to the customer. Each Tech has a company issued Samsung Android Smartphone and can receive email and text messages from their Service Managers. The Retail stores carry the same supplies, parts and equipment as the techs with a wider variety of chemicals as well as pool toys and deck furniture, etoc. Currently Perry has POS (Point of Sale) terminals in each store and one for each Service Manager (6 total.) This system allows him to ring up purchases and process credit cards. The system is old and he has outgrown it. Perry has recently had some operations consultants in helping him to evaluate how to grow his business. They have advised him to consider an investment in new systems and technology to address the following Improve PCI compliance for credit cards, today the service managers have to write down Credit Card numbers for repeat service calls Optimize the scheduling of work to reduce tech windshield (driving) time between service calls Better purchasing and inventory system. Perry has a large investment in inventory, a lot of which is in the service vans. Perry's current system only lets him manage 3 warehouses, one for each Service/Retail location. He need to know more about what is on the techs van's and how inventory moves on and off the trucks. Enable the Techs to create an invoice on site as the work is completed and, at a minimum be able to Email it to the customer. Perry is able to complete his financial transactions in QuickBooks today and does not plan to change this at the current time Complete the following From what you know Diagram the service and retail work flow Identify data elements that go back and forth where they are stored today (as best you can from the info you have. Use the high level bike detail in figure 3-13 as a guide, you should be at least this detailed. But also identify what info is travelling and where it gets stored. Be as specific as you can.) . Using your work flow diagram identify how Perry could improve his current processes. .Develop a list of the projects with desired outcomes that he will need to meet his goals as stated in the case. Please work in your assigned teams. Please prepare the detailed work flow and written recommendations of how you will alleviate the consultants concerns