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The customer service delivery process at Rank Xerox
Author(s) -
Armistead Colin,
Pritchard JeanPhilip,
Machin Simon
Publication year - 1997
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/(sici)1099-1441(199712)4:4<220::aid-kpm1106>3.0.co;2-e
Subject(s) - rank (graph theory) , productivity , process (computing) , service (business) , computer science , business process , position (finance) , process management , business , operations management , marketing , work in process , engineering , economics , mathematics , operating system , finance , combinatorics , macroeconomics
In 1992 Rank Xerox formally ceased operating through functions and adopted the process paradigm to describe its way of working. This was in part driven by the need to respond to lacklustre performance—particularly in terms of service productivity—and also to market pressures. Since then fundamental changes in the way the organization operates have been achieved together with improvements in productivity. Today Rank Xerox claims to be in a position to reinvent the business. This case study explores the use of Business Process Management through particular reference to the Customer Service Delivery Process. © 1997 John Wiley & Sons, Ltd. and Cornwallis Emmanuel Ltd.