1. The customer approaches the company by a telephone or an internet inquiry. This requiresprofessional assistant from the very first moment of interaction with the client.2. The use of architects and Cad technicians is used all along the way from the moment they signup. This requires constant use of the most expensive recourse (I assume…)3. The customer is involved in the process and has to approve the final planning and drawing.4. There are competitors who are cheaper than P&D – requires adding more value to P&D services.5. The company’s service can be maximized only up to a certain point- the approval of the council.Beyond that, the service level is not in their hands. Problem-The client may perceive the wholeprocess and the outcome under P&D responsibility6. The company can speed up the process in comparison to people who don’t use their service.7. Use of technology and professional personal enable to deliver a reliable and faster service to theclient.8. Deliver the whole package- architects, planning consultants and structural engineers. (I think thisis their main advantage)9. Know how the system works-regular communication with the entity that actually limits them-they must improve their skills in relation to the council constantly.
Geographically- servicing only London residents. Soon, plan to open new locations in south London (endof 2011), and Leeds, Manchester, and Dublin (all in 2012).As observed from case studies in the website, the company target customers who have their own property,and seek to maximize the value of their property (for example by adding space or rooms or divide a spaceto a number of offices or apartments by landlords).The people who seek the service are upper middle class, busy, with no time to invest in the completeprocess (architects, planning consultants and structural engineers in one company). They lack theknowledge and the technology to do it by themselves, and they perceive the permission acceptanceprocess as expensive and time consuming. Therefore, they want an affordable solution with as littleinvolvement as possible from their side; however want to be informed on progress and incrementalpositive results in the different steps along the way
Diagram•How standardized or customized is the process to the needs of individual customers? Does the process take the form of multiple service lines, or are customers pooled into a single process flow? This is just to b.s some more-The problem lies in that the outcome is very customized – to every client- different solution and different resources used (one can use more I.T, one can use more cad technicians and one needs more architects’ work) while the process used tends to be standardized.
Elements of the delivery system1.Feasibility Study- before any any service is made, the company checks if the plan is feasible in termsof regulation2. Survey Study- once the development requested by the client is determined as feasible, the companysends one of its consultants to do a primary site visit to discuss the project in further details. Then, whenit is agreed what kind of job is to be maid, P&D will prepare a quotation including all the stages foryour application, a timescale, and a payment schedule. Once the terms are signed, one of the company'sarchitects will perform a full site survey that will include measuring, photographing, and researching theproperty.3.after the survey P&D will prepare the planning. Once they are complete, the client will approve themand pay for them.4. application submission to the council.
•When the arrival rate is greater than the output rate of the work process or vice versa, what are the methods used to balance supply and demand in the short term? How does the organization address longer-term imbalances between supply and demand?• How do customers enter the process? What form of queuing is used? How long is the average wait to enter the process? How much variability is there in the wait? What causes the variability?• What is the arrival rate for the process? What is the output rate for each step of the process? What is the throughput time for customers (time it takes to complete the process)? If these times vary by customer, please present as ranges (i.e. 20-30 minutes, or 3-4 days).
2 points are critical in the process: Outsourcing – by outsource the work to another party the company encounter a bottle neck since its pushes it work work without knowing the overall incoming jobs to that services provider. As we can see, the amount of lead-time for the drawing is 1-3 weeks is long comparing to services within the UK. There is another element which the low quality of drawings which can require the company to resend it or assign its own employees to correct the drawing a step that either extent the overall time of the process.2. Survey – since there 2400 incoming calling of customer per year and there is only 7 employees, the survey step is another bottleneck. If there 260 work day a year (5*52), and with incoming calls of 2400 customer the avg per day is 9.2 house surveys. As we can see the number of days since the call to survey is 3-7 days, there is bottle neck in the process, which need to be addressed by the company
Work closely with one person of city council: to speed processes upBring constant and viable business to city
Create Simpler website and show benefits of why Design and Planning – hire new website developerInvest into IT: cloud computing, storage, second secure internet line I. Bottleneck: collaborate with Universities for simple drawings; outsource to a more creative architecture environment – saves costChange Payment Structure: 25%-50% upfront payment offers money for investmentsFace2Face: offer Skype conference video calls with Architect, Drawing & Planning and clientUpdate clients constantly: whats happening at the moment with the drawings; has the plans been submitted… automatically via email oor SMS
Operations Management - Process Design - Drawing And Planning Ltd
Process Analysis Design<br />Avidor Baruch, Ilan Dee, DevenderSandhu, BorizSchwatz,<br />ItaySpeicher, MatthaisWurmboeck<br />Operations Manangement – Bus 272A<br />05.02.11<br />
Process Analysis Design Project<br />Company Overview<br />What Is Planning Permission<br />Customer Process Flow<br />Perceived Flaws In The Current Process<br />Key Recommendations To Improve The Process<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />1<br />
Overview: Drawing And Planning Ltd<br />New approach to traditional business model<br />Opened in Feb 2010<br />First monthly profit in Mar 2011<br />100,000 web visits in first year<br />London, UK Office – 7 Full-Time Staff<br />Plan to open new locations in south London (end of 2011), and Leeds, Manchester, and Dublin (all in 2012).<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />2<br />
Planning Permission:Making A Change To A Property<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />3<br />
Drawing And Planning Service Concept<br />Enquiries via telephone/internet<br />Use of specialized CAD technicians <br />Cheaper competitors – Need to add value<br />Customer approval during process<br />Limits on service maximization<br />Faster process than doing it yourself<br />Use of technology to deliver quality & speed<br />Deliverentire planning package<br />Understanding of local planning regulations<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />7<br />
Target Customer<br />Geographically servicing only London residents. <br />Customers:<br />Upper middle class<br />Lack of technical knowledge to do it themselves<br />Perceive the process as time consuming/expensive<br />Require an affordable solution <br />Limited involvement on their part<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />8<br />
Standardized Service With Customizations<br />Standardized Process To Serve Customer<br />Process Times Greatly Differ Depending On Customer & Local Council<br />Customizations dependent on client needs<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />9<br />
Elements Of The Customer Delivery System<br />Feasibility Study<br />Property Survey<br />Customer Application Approval <br />Customer Payment <br />Application Submission To Council<br />Application Approval Response To Customer<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />10<br />
Process Flow Map Cont.<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />13<br />T= 1-3 weeks<br />Avg = 2 weeks<br />Consultant & Client Communication<br />Client Decides Final Plan<br />Consultant Leads Team To Make Plans<br />PAYMENT<br />Consultant & CAD Technician Communication<br />
Process Flow Map Cont.<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />14<br />T= 8-12 weeks<br />Avg = 10 weeks<br />95% Success Rate<br />Paper Work Submitted To Local Council<br />Plans Reviewed By Council Planning Team<br />Council Decision<br />Make Amendments From Council Feedback <br />PLANNING PERMISSION GRANTED<br />
Little’s Law – Calculating Throughput<br /> I = 110 Per Year<br />T = 12.7 weeks<br />R = 0.167 Customers Per Week<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />15<br />
Critical Factors In The Process<br />Overall process time <br />3-4 months<br />Without this service ( 3-6 months )<br />Survey ( 3-7 days )<br /><ul><li>High number of customers / low number of employees</li></ul>Outsourcing Drawings (1-3 weeks)<br /><ul><li>Lower cost and quality / updates made by in-house staff</li></ul>Council Submission (8-12 weeks)<br /><ul><li>Need to ensure first time acceptance of planning application</li></ul>5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />16<br />
Flaws In The Process<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />17<br />Confusing website: too much information / complex<br />Internet / computer dependent<br />Team always need training on latest regulations<br />Poor payment structure<br />No face-to-face interaction<br />Missing client interaction of updating in the process<br />
Bottle Neck 1: Specialist Interaction<br />Consultant & CAD Technician interaction needed at multiple points during the process<br />Solutions..<br />Art & Design Schools – simple work, low / no cost<br />Local CAD specialist - Advanced work<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />18<br />
Bottle Neck 2: Council Delays<br />Application submission to local council takes on average 10 weeks<br />This is predominantly out of their control as it based on standard council processes<br />Solutions..<br />Closer interaction with planning departments<br />Look at ways to get applications pre-reviewed for suitability<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />19<br />
Recommendations To Improve The Process<br />Simple Website - Highlighting Benefits<br />Investment In IT - To The Cloud<br />Change Payment Structure – Money Up Front<br />Increased Client Interaction Throughout Process<br />Measure Process Times To Identify Bottle Necks<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />20<br />
Conclusion<br />Company Overview<br />What Is Planning Permission<br />Customer Process Flow<br />Perceived Flaws In The Current Process<br />Key Recommendations To Improve The Process<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />21<br />
Feedback From Drawing And Planning CEO <br />“I would like to thank the team for their hard work on this project. I will definitely be looking to implement their insightful recommendations as I grow my company. Based on the feedback provided I have already hired a web designer and we will be launching a new website in the coming months.”<br />Jeremy Stein – CEO, Drawing And Planning Ltd<br />http://www.drawingandplanning.com<br />5/2/11<br />DrawingAndPlanningProcessDesignAnalysis.pptx<br />22<br />
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