FACULTY OF BUSINESS AND MANAGEMENT

BACHELOR OF OFFICE SYSTEMS MANAGEMENT (HONS.)

(BA232)

BUSINESS PROCESS (ASM652)

INDIVIDUAL ASSIGNMENT:
CASE STUDY

PREPARED BY:

STUDENT NAME ID NUMBER

NURIN AQILAH BINTI NASARUDIN 2022745203

GROUP: BA2324B

PREPARED FOR:
SIR MOHD AMLI BIN ABDULLAH @ BAHARUM

SUBMISSION DATE:
June 16, 2024
 ASM652 - BUSINESS PROCESS
SEMESTER MAC 2024 – AUGUST 2024

GK PRINTERS LIMITED

GK Printers Limited is a small, family-run printing business. The company was originally a jobbing
printers, which is to say they would print anything. In fact, the mainstay of their business was
producing stationery, business cards and publicity brochures for local companies.

This work was moderately profitable and provided a reasonable living for the owners and their
workforce. By the beginning of the 1990s, however, this situation was beginning to change. Firstly,
the recession at this time had a strong negative effect on their traditional customer base, and orders
began to fall off dramatically. Secondly, the advent of newer, computerized printing techniques,
which GK had not adopted, meant that rivals could offer a quicker, cheaper and often better-quality
service. Thirdly, the advent of small printing bureaux often situated in prime city centre locations,
and portraying an up-to-date image, further eroded GK’s business. Lastly, it was clear that many of
their customers were no longer going to a printer directly.

All of these factors combined to threaten the financial viability of GK and, for the first time ever, the
company lost many. The result of this was that the Managing Director and the company’s Printing
Manager, along with other members of the owning family, formed a “crisis committee” to review the
future of the business.

Phase One: Developing Strategy

The crisis committee decided to change it to secure a viable future. However, no one was sure what
it was that they needed to do to change the fortunes of the business. In desperation, they
approached a lecturer at the university who was a friend of the Printing Manager. His suggestion
was that one of his business studies students should undertake a project to examine the company’s
options.

The student’s final report had a dramatic impact on the company. Its main findings were as follows:
▪ The newer print bureaux were not as strong competitors as the company had thought.
▪ GK’s printing equipment was not capable of producing the higher value-added products that
customers were increasingly demanding.
▪ GK’s existing customer base would prefer to continue to do business with them, but
perceived them as old-fashioned, lacking in key capabilities (mainly graphic design), slow,
and not particularly flexible.

The workforce knew that a review was taking place, it would have been almost impossible to keep it
from them, given the nature of the company, but in any case the management had been very open
about it. The Managing Director was slightly taken aback by the workforce’s apparent eagerness for
change, he had expected some resistance, especially from the print workers.

On the basis of the report from the student, the management constructed a strategy for rejuvenating
the company. The strategy had three main elements:
▪ The appointment of Marketing and Design Manager to develop the company’s customer
base and provide a graphic design capability.
▪ Upgrading the company’s image (remodeling the company’s frontage and reception areas,
redesigning its stationery and creating a company logo).
 ▪ Progressively replacing old printing machines with newer, more capable equipment.

In 1993, it grew concerned that the increased volume of business, made more complicated by the
need both to design as well as print, and to coordinate their subcontracting activities, was having an
adverse effect on customer service. The main problems were controlling paperwork (especially
orders and invoices), the company’s costing system, and production scheduling.

Phase Two: Changing Systems

Introduction and development of CBS

GK is only a small company, it was relatively easy for the Managing Director to bring together the six
people who were responsible for these activities and, in effect, to state the problems and give them
the authority to come up with a solution. The people concerned agreed to meet for two hours each
Friday afternoon to review the issues involved and come up with options. They were clear that they
did not want to rule anything out but set out instead to identify all the available alternatives, and
choose the one that suited them and the company best.

The group then prepared a written report for the Managing Director that detailed their investigation,
their initial objectives, and the advice they had received. Their recommendation was that the
company should invite a number of computer companies to visit them to discuss their needs. So 20
of computer companies were invited to discuss the company’s requirements with them. The upshot
of these visits was that the company became convinced that their needs could best be met by
purchasing a computerized business system (CBS) that could perform the necessary work and
integrate their existing manual systems.

The computer for running the systems, and the standard packages, were delivered almost
immediately, but it was another six months before the production control package was installed.
This was because it had to be specially written. The company ensured that it closely monitored the
writing of the software and that the final package on line. During this period, manual records were
still kept in parallel to the computerized system. After this, it took a further three months before the
total CBS package was up and running satisfactorily. Therefore, in total, it took two years from the
inception to the completion of the project.

Staff appeared to take the CBS very well. Though initially there was an additional workload for them
in terms of inputting information into the system, they found that it was better and faster than the
previous manual system. Their workload was no less than before, but they took satisfaction from
being more effective by using “their” system. Obviously, the system had a knock-on effect
elsewhere in the company, both in the collection and use of information. This adjustment appears to
have been accomplished with little or no difficulty.

The benefits
The CBS made a significant contribution to improving the service GK provided to its customers and
meeting its own requirements. The company believed that computerizing its business systems
brought the following benefits:
▪ Better and more accurate records
▪ Reduced lead times
▪ Quicker access to information
▪ Faster and more reliable deliveries
▪ A greater integration of business functions
Reasons for success
Two points should be stressed about the introduction of the CBS. Firstly, the company was
attempting to move from being an organization where change was the exception, to one where it
becomes the norm. Therefore, sustaining the changes in managerial behavior that promote
involvement and teamwork was essential to GK’s prosperity. Secondly, devolving responsibility in
this way ensures that those who have to live with the change take ownership of the process, and are
committed to it. It allows those involved to develop their skills and confidence.

Unfortunately, as business increased, thanks to the changes at GK, there was a tendency to
concentrate on output rather than development, and to revert back to old patterns of behavior. This
was particularly the case with the Managing Director, who felt that the priority was to meet
customers’ requirement rather than to involve other managers in decisions that had always been his
responsibility. Though team working had proved its usefulness in facilitating major decisions and
changes, it was more difficult for managers, especially the Managing Director, to appreciate its
effectiveness on a day-to-day basis.

Therefore, though major organizational changes had taken place at GK, changes in managerial
behavior were not sustained. By 1995, it was apparent that the pace of improvement was slowing
down under the pressure of work. This situation continued until the beginning of 1996 when, once
again, the company recognized that it faced serious problems.

Phase Three: Changing Attitude and Behavior

Accelerating the pace of change

GK’s business continued to grow throughout the early 1990s. Nevertheless, in 1995, GK started to
become aware that its customers, old and new, were becoming increasingly demanding with regard
to price and delivery.

By the beginning of 1996 it was clear that GK was losing a significant amount of business. This was
partly due to increased competition, but mainly it was because its customer, in seeking to cut their
own costs, was reducing the size and frequency of their orders (though when orders were placed,
they were often required far faster than previously. This presented a double threat to GK. Firstly,
the fall in overall volumes was having an adverse effect on turnover and profit. Secondly, the
reduction in size of individual print runs was having an adverse on costs because, though the actual
volume was smaller, the design, order processing and set-up costs remained constant.

The Managing Director began to wonder if it might be possible to reduce set-up times and costs. If it
could, he reasoned, the company would be able to attract more business, prevent customer seeking
in-house solutions, and undermine their competitors. Therefore, Marketing and Design Manager
presented his proposals to the Managing Director and other senior staff. He began by identifying
what he saw as the main problem the company faced:
▪ Though there had been a slight decline in the number of individual orders, the actual
reduction in the volume of business was much greater because customer were ordering
shorter print runs.
▪ The result of this was that, whilst office staff, marketing, design, administration, etc., were as
busy as ever, the print shop was short of work, and it was not unusual to see printers sitting
reading the paper with nothing else to do.
▪ However, though the printers were underworked, this did not provide much scope for
reducing delivery times, because most of GK’s lead time was accounted for by non-printing
activities – especially design, which could take anything up to two weeks.
Towards a new way of working
After several weeks of indecision, during which tensions within the management team continued to
rise, the Managing Director decided once again to seek outside assistance. The lecturer pointed out
that, working together, there was enough experience in GK to solve its current dilemma. Therefore
the issue was how to bring people together, rather than seeking outside solutions.

Though on a number of occasions the Managing Director had used teams to make crucial decisions
and had been prepared to consult widely, this was not his normal mode of operation. He tended to
make decisions either by himself or in consultation with one other manager. He justified this on the
grounds that most decisions were not related to overall policy but to particular areas of the business.
If new printing equipment was to be purchased, then this concerned him and the Printing Manager.
If the issue was customers, then the Marketing and Design Manager would be involved. Decisions
concerning finance were, the Managing Director felt, mainly his responsibility. The Managing
Director believed he had always acted to promote teamwork and good relations in the company.

They then moved on to discuss the immediate problems facing GK: how to reverse the decline in
turnover and profitability. With the delicate matter of the Managing Director’s approach to decision-
making out in the open but put to one side, everyone seemed happy to focus on these problems.
For the rest of day one and most of day two, they alternated between working in two groups and
working as one team.

The main areas of action were very straightforward:

▪ GK should meet with its main customers to identify what their needs were and discuss how
these could best be met. It was felt that not all of a customer’s requirements were urgent,
and that what was necessary was to identify those that were and agree that they would be
dealt with in a speedy fashion.
▪ The company’s CBS – computerized business system – was much more efficient than the
previous manual system, but all orders, large or small, urgent and non-urgent, were dealt
with in the same manner and at the same speed. The same applied to design: though the
actual design time varied between orders, they were all scheduled and dealt with in the same
fashion. It was also a similar story when it came to printing and dispatch: everything was in
the same queue.

Six months later

The investigation of customer requirements and the order-to-dispatch process resulted in changes
that brought significant improvements in the service GK could offer to its customers, and a reduction
in lead times and costs.

The company now offers its customers a choice of lead times and prices: normal – a two week
delivery and a 5 per cent reduction on the standard prices; accelerated – a one week delivery
charged at standard prices; and urgent – a one working day delivery charged at 10 per cent above
standard prices.

In addition to these changes, the management team, after some initial difficulties (such as identifying
what constituted a major decision), found that working together and having all information out in the
open reduced the tension, not only between individual managers but between the individual
functions as well.

ANSWER ALL QUESTIONS.

TOTAL MARKS: 70 MARKS
QUESTION 1

Discuss the two (2) warning signs of trouble that triggered the need for reengineering?
Cite example from the case.

The two warning signs of trouble that triggered the need for reengineering at GK Printers
Limited are:

1. Declining Orders and Financial Viability

By the beginning of the 1990s, GK Printers Limited experienced a significant drop in orders due
to several factors:
a) Economic Recession: The recession negatively affected GK Printers Limited's traditional
customer base, leading to a dramatic fall in orders. As local businesses struggled financially,
they reduced their spending on printing services, directly impacting GK Printers Limited's
revenue.
b) Technological Lag: GK Printers Limited had not adopted newer, computerized printing
techniques, which allowed rivals to offer faster, cheaper, and higher-quality services. This
technological gap made GK's services less attractive to customers, further decreasing their
order volume.

An example from the case is:

"Firstly, the recession at this time had a strong negative effect on their traditional customer
base, and orders began to fall off dramatically. Secondly, the advent of newer, computerized
printing techniques, which GK had not adopted, meant that rivals could offer a quicker, cheaper,
and often better-quality service."

This sign of trouble makes the company start thinking of its customers. Based on assumptions,
the company knows what is best for customers.

2. Perception of Being Outdated and Inefficient

The company's equipment and processes were outdated, and its customer base perceived as
lacking in key capabilities such as graphic design, flexibility, and speed. This perception
contributed to a loss of business, as customers preferred more modern and capable
competitors.
An example from the case is:
“GK’s existing customer base would prefer to continue to do business with them, but perceived
them as old-fashioned, lacking in key capabilities (mainly graphic design), slow, and not
particularly flexible."

These two warning signs indicated that GK Printers needed to fundamentally rethink and
reengineer their business operations to survive. The declining financial health and negative
customer perceptions were clear indicators that the company could not continue with its existing
business model and needed a comprehensive strategy to modernize and improve efficiency.

(10 marks)
QUESTION 2

Identify and discuss three (3) business process redesign principles that have been
applied by GK Printers Limited. Cite example from the case.

GK Printers Limited applied several business process redesign principles to address their
challenges and improve their operations. Here are three business process redesign principles:

1. Provide Direct Access to Customers

It allows for timely and accurate responses to customer inquiries. It also eliminates the common
mismatch between customer expectations and product or service development. Besides that,
people have the authority to establish and maintain customer relationships without
intermediaries.

- Application at GK Printers:
GK Printers realized that understanding and meeting their customers’ requirements was crucial
to their survival and growth. They engaged directly with their main customers to identify their
needs and tailor their services accordingly. This approach led to the introduction of tiered
delivery options with different lead times and prices to better serve diverse customer demands.

• An example from the case is:

“GK should meet with its main customers to identify what their needs were and discuss how
these could best be met. It was felt that not all of a customer’s requirements were urgent, and
that what was necessary was to identify those that were and agree that they would be dealt with
in a speedy fashion.”

2. Harness Technology
Harness technology can provide universal access to information. It allows people to act
independently, bound by neither time nor place. Harnessing technology means providing access
to the right information at the right time.

• Application at GK Printers:
GK Printers implemented a Computerized Business System (CBS) to replace their manual
systems, which integrated various business functions and improved overall efficiency. This
technology allowed for better record-keeping, reduced lead times, quicker access to information,
and more reliable deliveries. The CBS played a crucial role in coordinating their design, printing,
and dispatch activities, thus reducing delays and errors.

• An example from the case is:

“The computer for running the systems, and the standard packages, were delivered almost
immediately, but it was another six months before the production control package was installed.
The company ensured that it closely monitored the writing of the software and that the final
package online. During this period, manual records were still kept in parallel to the computerized
system.”

3. Give Decision-making Power to Workers.

Empowering employees and fostering teamwork to make decisions.

• Application at GK Printers:
GK Printers involved their employees in the redesign process by forming teams to address
specific challenges and develop solutions. This approach not only ensured that those who had
to implement and live with the changes were committed to them but also leveraged their
collective experience and expertise. The company moved from a top-down decision-making
process to one that involved wider consultation and teamwork, particularly during critical phases
of their transformation.

• An example from the case is:

“Though on a number of occasions the Managing Director had used teams to make crucial
decisions and had been prepared to consult widely, this was not his normal mode of operation.
He tended to make decisions either by himself or in consultation with one other manager. He
justified this on the grounds that most decisions were not related to overall policy but to
particular areas of the business. If new printing equipment was to be purchased, then this
concerned him and the Printing Manager. If the issue was customers, then the Marketing and
Design Manager would be involved. Decisions concerning finance were, the Managing Director
felt, mainly his responsibility. The Managing Director believed he had always acted to promote
teamwork and good relations in the company.”
They then moved on to discuss the immediate problems facing GK: how to reverse the decline
in turnover and profitability. With the delicate matter of the managing director’s approach to
decision-making out in the open but put to one side, everyone seemed happy to focus on these
problems. For the rest of day one and most of day two, they alternated between working in two
groups and working as one team.

These principles were essential in transforming GK Printers Limited, helping them to better
compete in a changing market and meet their customers’ evolving needs.

(15 marks)
QUESTION 3

Provide three (3) situations in which reengineering benefits the organization.

Reengineering can significantly benefit an organization in various situations by fundamentally

rethinking and redesigning business processes. Here are three situations where reengineering
can be particularly beneficial:

1. When Facing Significant Market Changes

• Situation:
An organization is experiencing dramatic shifts in the market, such as increased competition,
changing customer preferences, or technological advancements that render existing processes
obsolete.

• An example from the case is:

“In the case of GK Printers Limited, the company faced intense competition from newer print
bureaux that utilized modern computerized printing techniques. Their traditional customer base
was shrinking due to the economic recession and the changing landscape of the printing
industry. By reengineering their processes to include updated technology and a customer-
focused approach, GK Printers could better compete in the evolving market, offering faster and
higher-quality services.”

2. When Struggling with Inefficiencies and High Costs

• Situation:
An organization is bogged down by inefficient processes, leading to high operational costs, slow
response times, and poor service quality.

• An example from the case is:

“GK Printers Limited dealt with inefficiencies in their manual record-keeping and order
processing systems, which led to slow delivery times and errors. By implementing a
Computerized Business System (CBS), they streamlined their operations, reduced lead times,
improved accuracy, and integrated various business functions. This reengineering effort helped
them cut costs and enhance service quality.”
 3. When There Is a Need for Improved Customer Satisfaction

• Situation:
Customer satisfaction is declining due to outdated services, a lack of flexibility, or slow response
times, and the organization needs to adapt to retain and attract customers.

• An example from the case is:

“GK Printers Limited's customers perceived them as old-fashioned and slow, preferring
competitors who offered more modern and flexible services. By reengineering their business
processes to include a Marketing and Design Manager, revamping their company image, and
introducing tiered delivery options (normal, accelerated, and urgent), they could better meet
customer needs and improve satisfaction. This customer-focused reengineering allowed them to
retain their existing customer base and attract new clients.”

In each of these situations, reengineering helps the organization become more competitive,
efficient, and customer-centric, ultimately leading to improved performance and profitability.

(6 marks)

QUESTION 4

Identify and write excellent criteria, current benchmark and vision goal for the
restructured process.

To evaluate the success of GK Printers Limited’s restructured processes, I can identify the
excellent criteria, establish current benchmarks and set vision goal.
Excellent Criteria Current Benchmark Vision Goal
Lead times and More than 2 weeks, Normal – two weeks delivery and a 5 per
prices higher than competitor cent reduction on the standard prices
Accelerated – one week delivery charged
at standard prices
Urgent – one working day delivery charged
at 10 per cent above standard prices

(3 marks)
QUESTION 5

Discuss the size of the reengineering project as determined by GK Printers Limited.

The size of the reengineering project undertaken by GK Printers Limited was substantial,
encompassing multiple facets of the business and requiring significant changes over several
phases. Here’s a detailed discussion of the scope and scale of the project:

1. Comprehensive Equipment Upgrade

• Scope:
GK Printers undertook a progressive replacement of old printing machines with newer, more
capable equipment. This was not a simple equipment upgrade but a strategic overhaul to
improve service quality and operational efficiency.

• Impact:
- Required significant capital investment.
- Needed thorough planning and phased implementation to avoid major disruptions in daily
operations.
- Involved training staff to operate new equipment effectively.

2. Implementation of a Computerized Business System (CBS)

• Scope:
The adoption of CBS was a critical component of the reengineering effort. This system was
designed to integrate and streamline various business functions such as order processing,
costing, production scheduling, and customer service.

• Impact:
- Involved the selection and customization of software to meet specific company needs.
- Took approximately two years from inception to full functionality.
- Required parallel maintenance of manual records during the transition phase.
- Demanded significant changes in daily operations and workflows.
 3. Organizational and Cultural Changes

• Scope:
A major part of the reengineering project was transforming the company’s organizational
culture. This involved moving from a hierarchical, top-down decision-making approach to one
that promoted teamwork, employee involvement, and continuous improvement.

• Impact:
- Required changing managerial behaviors, particularly those of the Managing Director.
- Involved setting up teams and committees to foster collaboration and joint problem-solving.
- Needed ongoing training and development to build skills and confidence among employees.

4. Marketing and Image Overhaul

• Scope:
To address customer perceptions, GK Printers embarked on a project to modernize their image
and enhance their marketing capabilities. This included hiring a Marketing and Design Manager,
redesigning the company's stationery, creating a new logo, and remodeling the company’s
frontage and reception areas.

• Impact:
- Significant investment in marketing and design expertise.
- Physical renovation of business premises to present a modern, professional image.
- Development of new marketing materials and strategies to attract and retain customers.

5. Process Redesign and Efficiency Improvements

• Scope:
The reengineering project aimed to redesign business processes to reduce lead times, lower
costs, and improve service delivery. This included differentiating between urgent and non-urgent
orders and introducing tiered delivery options with corresponding pricing structures.
 • Impact:
- Required detailed analysis and redesign of order-to-dispatch processes.
- Involved changes in how orders were managed and prioritized within the CBS.
- Resulted in the introduction of new service offerings and pricing models.

6. Customer Engagement Initiatives

• Scope:
Engaging directly with customers to understand and meet their needs was a crucial part of the
reengineering effort. This involved regular meetings with major customers to gather feedback
and tailor services accordingly.

• Impact:
- Helped in aligning the company’s offers with customer expectations.
- Required a shift in focus towards a more customer-centric approach.
- Enhanced customer relationships and satisfaction.

The reengineering project at GK Printers Limited was extensive and multifaceted, impacting
almost every aspect of the business. It required significant investment in new technology,
changes in organizational culture, a complete overhaul of business processes, and a strategic
shift towards customer-centricity. The project’s size and scope reflect the company’s
commitment to fundamentally transforming its operations to remain competitive and meet
evolving market demands. This comprehensive approach was necessary to address the deep-
rooted issues and position the company for future growth and success.

(12 marks)
QUESTION 6

Discuss three (3) characteristics of success of the reengineering project.

The reengineering project at GK Printers Limited exhibited several characteristics that

contributed to its success. Here are three key characteristics of success of the reengineering
project:

1. Strong Leadership and Vision

a) Characteristic:
The project was driven by a clear vision and strong leadership, particularly from the Managing
Director and key management figures.

b) Discussion:
- Leadership Role: The Managing Director played a crucial role in initiating and guiding the
reengineering process. Despite his initial reluctance to change his decision-making style, he
recognized the need for reengineering and facilitated the necessary changes.
- Clear Vision: The company had a clear vision of becoming more competitive and customer-
focused. This vision was communicated effectively throughout the organization, providing a
common goal for all employees to work towards.
- Crisis Committee: The formation of a crisis committee, including the Managing Director and
other family members, was essential in addressing immediate threats and planning the long-
term strategy.

c) An example from the case is:

"The Managing Director and the company’s Printing Manager, along with other members of the
owning family, formed a 'crisis committee' to review the future of the business."
 2. Employee Involvement and Teamwork

a) Characteristic:
The project involved significant employee participation and fostered a culture of teamwork and
collaboration.

b) Discussion:
- Inclusive Approach: Employees at all levels were involved in the reengineering process. Their
input was sought in identifying problems and developing solutions, which helped ensure buy-in
and commitment to the changes.
- Team Meetings: Regular team meetings allowed employees to discuss issues, share ideas,
and collaborate on finding the best solutions. This inclusive approach helped leverage the
collective expertise of the workforce.
- Ownership and Commitment: By involving employees in the decision-making process, they felt
a sense of ownership over the changes. This increased their commitment to the project and its
successful implementation.

c) An example from the case is:

"Though on a number of occasions the Managing Director had used teams to make crucial
decisions and had been prepared to consult widely, this was not his normal mode of operation."

3. Effective Use of Technology

a) Characteristic:
The strategic implementation of technology was central to the success of the reengineering
project.

b) Discussion:
- Computerized Business System (CBS): The adoption of the CBS was pivotal in streamlining
operations and improving efficiency. This technology enabled better record-keeping, faster
processing, and greater integration of business functions.
- Monitoring and Customization: The company closely monitored the development of the CBS,
ensuring it met their specific needs. This attention to detail ensured the technology was
effectively integrated and optimized for their operations.
- Operational Efficiency: The CBS reduced lead times, minimized errors, and improved overall
service delivery. This technological advancement was critical in meeting the increasing
demands of their customers and staying competitive in the market.

c) An example from the case is:

"The computer for running the systems, and the standard packages, were delivered almost
immediately, but it was another six months before the production control package was installed.
This was because it had to be specially written. The company ensured that it closely monitored
the writing of the software and that the final package on line. During this period, manual records
were still kept in parallel to the computerized system. After this, it took a further three months
before the total CBS package was up and running satisfactorily. Therefore, in total, it took two
years from the inception to the completion of the project."

The success of the reengineering project at GK Printers Limited can be attributed to the
combination of strong leadership and a clear vision, significant employee involvement and
teamwork, and the effective use of technology. These characteristics not only helped address
immediate challenges but also laid a strong foundation for ongoing improvement and sustained
competitiveness.
(9 marks)
QUESTION 7

Explain critical success factors found in the reengineering project.

Critical success factors are essential elements that contribute significantly to the successful
implementation of a project. In the case of GK Printers Limited's reengineering project, several
critical success factors can be identified:

1. Leadership and Management Commitment

Strong and committed leadership is crucial for driving the reengineering project and ensuring its
success. Leaders must champion changes, provide clear direction, and maintain a consistent
vision. To illustrate, the managing director and the crisis committee played pivotal roles in
initiating the reengineering efforts. Leadership was involved in strategic decision-making and
resource allocation, such as upgrading equipment and implementing CBS.

An example from the case is:

"The Managing Director and the company’s Printing Manager, along with other members of the
owning family, formed a 'crisis committee' to review the future of the business."

2. Employee Involvement and Ownership

Engaging employees in the reengineering process ensures that they feel a sense of ownership
and commitment to the changes. Their involvement is critical for identifying issues and
developing practical solutions. To illustrate, employees were involved in identifying problems
and proposing solutions. Team meetings and consultations were held regularly, fostering a
culture of collaboration.

An example from the case is:

“The workforce knew that a review was taking place, it would have been almost impossible to
keep it from them, given the nature of the company, but in any case the management had been
very open about it. The Managing Director was slightly taken aback by the workforce’s apparent
eagerness for change, he had expected some resistance, especially from the print workers.
 3. Effective Use of Technology
Implementing appropriate technology can streamline operations, improve efficiency, and
enhance service delivery. The right technology solutions must be carefully selected and
customized to meet specific business needs. To illustrate, the adoption and customization of the
CBS were central to improving operational efficiency and integrating business functions.
- Monitoring the development of the CBS ensured it met the company's requirements.

An example from the case is:

"The computer for running the systems, and the standard packages, were delivered almost
immediately, but it was another six months before the production control package was installed.
This was because it had to be specially written. The company ensured that it closely monitored
the writing of the software and that the final package on line. During this period, manual records
were still kept in parallel to the computerized system. After this, it took a further three months
before the total CBS package was up and running satisfactorily. Therefore, in total, it took two
years from the inception to the completion of the project.”

4. Customer Focus
Understanding and meeting customer needs is vital for retaining existing customers and
attracting new ones. A customer-centric approach ensures that the reengineered processes
align with customer expectations. To illustrate, GK Printers engaged with customers to
understand their requirements and adjusted their services accordingly. They introduced tiered
delivery options to cater to different customer needs and urgency levels.

An example from the case is:

“GK should meet with its main customers to identify what their needs were and discuss how
these could best be met. It was felt that not all of a customer’s requirements were urgent, and
that what was necessary was to identify those that were and agree that they would be dealt with
in a speedy fashion.”

5. Continuous Improvement and Adaptability

A successful reengineering project must be viewed as an ongoing process, with a commitment
to continuous improvement and adaptability to changing conditions. To illustrate, GK Printers
recognized the need for ongoing changes and improvements even after initial reengineering
efforts. They adjusted their processes based on feedback and changing market conditions.
An example from this case is:
“By 1995, it was apparent that the pace of improvement was slowing down under the pressure
of work. This situation continued until the beginning of 1996 when, once again, the company
recognized that it faced serious problems.”

6. Clear Communication and Transparency

Maintaining clear communication and transparency throughout the project helps manage
expectations, reduces resistance to change, and ensures that everyone is aligned with the
project goals. To illustrate, the management was open to the review process and the need for
changes. Regular updates and consultations with employees helped maintain transparency and
trust.

An example from this case is:

“The workforce knew that a review was taking place, it would have been almost impossible to
keep it from them, given the nature of the company, but in any case the management had been
very open about it.”

The success of GK Printers Limited's reengineering project can be attributed to these critical
success factors. Strong leadership, employee involvement, effective use of technology,
customer focus, continuous improvement, and clear communication were all essential in
navigating the challenges and achieving the desired outcomes of the reengineering effort.
(15 marks)

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