Re-engineering a business process
A Dr Martens case study

Page 1: Introduction

All organisations are faced with periods of evolution and revolution. As they prepare for a period of change, there will undoubtedly be immense upheaval. Within this environment of ‘chaos,’ it is important to examine the concerns of individuals and to constantly evaluate the effects of the changes. For this to happen, ‘organisational diagnosis’ should become an ongoing part...
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Page 2: Re-structuring

During 1994, the main board of R Griggs Group Ltd decided that a major re-structuring of its shoe making business should take place. Its aim was to improve control over its operational and selling activities across the world. Difficulties had arisen due to the popularity of the brand which far exceeded the Group’s manufacturing capabilities. This re-organisation, which took place in April...
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Page 3: Centralisation

Centralisation is the allocation of the major responsibilities of an organisation to a central headquarters whilst avoiding central domination. Staff morale was affected when the restructuring took place as there was a feeling of lost customer contact and self-determination. It was felt that the headquarters would hand out instructions to the workforce who would have to cope with unachievable...
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Page 4: Performance

Griggs began implementing the report’s recommendations. The area which required the most urgent attention was that of late deliveries for customers. The major cause of poor delivery performance was the mismatch between sales and production capacity. (i.e. the amount of sales made and the ability to meet these sales.)Between June 1995 and December 1996, a number of actions were taken to...
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Page 5: Spreading risk

Rather than have one key sub-plan site with 60% of the group production capacity, it was decided to spread the risk and liability of production scheduling equally across 8 Sub-Plan offices. This reduced risk by spreading the volume over separate locations and computer systems. Under the old structure, it was difficult for staff to understand the wider planning function. Staff training was...
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Page 6: Conclusion

All organisations make plans which are designed to fulfil their business objectives. These plans will usually depend upon the nature of the operation, the capacity, the required level of customer service, the time period and the organisation’s hopes for the future.The positive steps taken by Griggs to re-engineer its business processes, have enabled significant improvements in performance by...
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