A case study on construction industry after-sales service process reengineering

• Main Authors: Hsu, Tsan-Feng, 徐贊豐
• Other Authors: Wu, Ji-Tsung
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/97638516654572343947

碩士 === 輔仁大學 === 資訊管理學系碩士在職專班 === 103 === The purpose of this study is to improve the process of after-sales service, to reduce the waiting time for the approval in the process after-sales service, and to improve the service quality through the Business Process Re-engineering(BPR) process. 　　An action research is conducted with four steps: plan, action, observe, and reflect. First, the case company establish an improvement plan for after-sales service and take action according to the plan. The case company adjust the plan to reflect upon researcher’s observations and in-depth interviews with after-sales service related employees and management. 　　After the BPR process the information system based service successfully replaces the traditional paper base after-sales service. Employees were authorized to make decisions for small amount maintenance cost for after-sales service. The standard operating process documents for after-sales service were created and continuously maintained. In the long run, employees will be authorized to make more decisions when the after-sales service employees become more knowledgeable.