The second area of waste is seen when the customer is asked if they want help for a new product or an existing product, where there is an exiting product query the costumer is taken to a different member of staff. This occurs despite the fact most of the staff have a very good knowledge f the existing products, undertaken as part of their training. This also increases the complexity and staffing requirements of the scheduling to ensure both sections of the store are staffed. It may create a disjointed feeling for the customers who have a query on an existing product; it also increases the costs due to the staff arrangements and lack of inter-changeability when the staff are working.
The last area of inefficiency is seen when a sale is made. If the customer wants a printed receipt it is sent wireless from the hand held sales unit to the printer, with the member of staff walking over to the printer, this can be problematic in several ways as there is only one printer. When the store is busy there may be a short delay due to a print queue or the need to refill it with paper or ink, however the greatest delay is due to the walk that the...
The smallest change is with the first weakness, where customers are left alone. A simple change here will be with the sales staff simply informing the customer that if they need help just to let them know; a simple, but small change.
The second change is the biggest change. In the new process once a customer is asked of they would like some help and they tell the sales person what help they need, they are then able to help the customer regardless of whether it is for a sale or for support on an existing product. In the majority of cases the sales people can help, this will reduce the need to differentiate the staff on each shift between sales and support, as they have had the same training. The empowerment of the staff in this way may also increase motivation, as they are able to do more (Mathis and Jackson, 2010). It may also reduce the wasted labor needed to staff
