RICHARDSON TIMBER PRODUCTS CORPORATION

Richardson Timber Products Corporation

Table of Contents

INTRODUCTION3

PROCESSES UNDER CONSIDERATION6

LEWIN'S CHANGE MODEL7

COMPARISON OF THEORY WITH PRACTICE9

Multiple lineages of data13

IMPACT ON QUALITY/CUSTOMER FOCUS15

IMPLEMENTATION PLANNING16

Project orientation16

Evaluation of recommendations17

RECOMMENDATIONS19

SUMMARY21

REFERENCES23

Richardson Timber Products Corporation

Introduction

Richardson is a 60-year old company which specializes in the cutting and milling of wood timbers and the production of custom millwork products. Richardson combine the craftsmanship of yesterday with the technology of today to produce products that are both bold and beautiful. The products are in high demand by home, apartment, and commercial builders who require quality timbers to highlight their project. Richardson's custom millwork capabilities include the manufacturing of decorative brackets, corbels, and rafter tails. Richardson can produce standard and custom siding patterns, as well as provide rip, re-saw, and precision end trim services. As with any successful company, Richardson's strength is our people. With over 120 combined years of experience, Richardson's staff cares about customers needs. Richardson is committed to meeting and exceeding timber and custom millwork requirements.

 

Introduction to the Problem

The split was interested in pursuit a in someone investigate of the service delivery system to insure that venture flow/processes were competent with customer expectations, and available human and technological resources. The principal venture of the reengineering endeavour was to transform customer service and streamline departmental operations through the exercise of existing resources. The split was engrossed to account assertion for and encouraging guideline, strategic, infrastructure amendments that would sanction for more flexible service picks with multiple modes of automated transaction processing.

The reengineering motion was progressed to through 15 months by a team contained of elements from the split and the authors. In all there were 11 elements in the team of which seven were from the agency. Members from the split included:

• Director of the Office of Information and Technology Department

• Director of Research and Evaluation Division

• Manager of Research and Evaluation Division

• Regional Manager

• Branch Manager of an urban branch

• Business Coordinator—Systems Integration Team

• Supervisor—Process Analysis Section of Research and Evaluation Division

Many of the team elements had numerous years of experience toiling in the split, ranging from a minimum of 7 years to a maximum of 19 years. Their venture experience afforded inclusion of perspectives from the executive office, dissimilar endorse splits, and split offices. The reengineering team was jointly led by the director of the split and one of the authors.

The organise phase took come seal 8 months. In the implementation planning phase, detailed implementation planning was undertaken encircling appraisal of option signals, strategies for effecting organizational amendment and interfaces with ongoing tries showing to an implementation plan. This phase of the endeavour took 4 months. The reengineering signals are now being implemented.

Proposition 1a. Effectiveness of the derived worth phase is contingent on writing a endeavour plan that construes unique aspects of service delivery—customer involvement, deficits for customization and concurrency of flows.

 

 

Fig. 1: Systems prediction of service delivery process

 

In our binding check, we found that the scope of the processes lengthened beyond the split offices to include endorse splits for a small proportion aspects of transaction ...