Samsung_BPM_Midterm (1)

1.

BUSINESS PROCESS MANAGEMENT
Repairing a
Galaxy smartphone
Samsung Authorized Service Centers in Kazakhstan
Current process • root causes • BPMN • improvement proposal

2.

Organization and process boundary
A real service network; one clearly bounded customer process
ORGANIZATION
PROCESS
Samsung Electronics Central Eurasia
and its authorized service centers in
Kazakhstan
Galaxy smartphone repair
Customer value: authorized service, qualified engineers
and original parts. Samsung lists more than 50 service
centers in Kazakhstan.
START Customer requests service or books a visit
END Device returned after repair, or case closed after
refusal / no repair
Scope: one smartphone • one customer case • warranty or paid repair

3.

Where repair sits in Samsung’s process landscape
Porter value chain and BPM process categories
CORE
SUPPORT
MANAGEMENT
1. Market & sell devices
1. Parts procurement
1. Service quality
2. Deliver device
2. Engineer training
2. Warranty policy
3. Service & repair
3. IT & case platform
3. Network capacity
PORTER VALUE CHAIN · SERVICE VIEW
Customer need
→
Request
→
Service
→
Repair
→
Return & care

4.

Process architecture
From the landscape to repair tasks
LEVEL 0 · VALUE CHAIN
LEVEL 1 · PROCESS LANDSCAPE
LEVEL 2 · SUB-PROCESSES
Customer demand → Product use → Service request → Repair → Customer care
Book / receive → Assess → Approve → Repair → Verify → Return
Intake & case registration → Diagnosis & estimate → Parts sourcing → Repair & testing → Handover
LEVEL 3 · ACTIVITIES
Record symptom & device ID → Check warranty → Inspect → Quote → Obtain approval → Replace part →
Test
LEVEL 4 · ATOMIC TASKS
Scan serial/IMEI → Photograph condition → Run diagnostic → Check part stock → Update case status →
Issue receipt

5.

Process relationships and variants
One process; different paths based on case conditions
Intake
→
Diagnose
→
Decide
→
Repair
→
Test
→
Return
SPECIALIZATION
Warranty valid
Warranty route: eligibility check →
covered repair
Warranty expired /
damage
Paid route: estimate → customer approval
Part available
Repair continues
Part unavailable
Case waits for replenishment / new ETA

6.

Performance measures and process ownership
Targets below are proposed classroom measures, not Samsung results
TIME
COST
Repair lead time
Cost per case
Request to return; median hours/days
Labor + parts + repeat handling
QUALITY
COMPLIANCE
First-time fix rate
Correct warranty decision
Repairs passing test without repeat visit
Cases meeting policy and record requirements
PROCESS OWNER · SERVICE OPERATIONS MANAGER (proposed role)
PLAN: set service targets DO: resource the network CHECK: review lead time, quality and compliance ACT: remove recurring causes

7.

Discovery and SIPOC
Two complementary methods; one high-level process summary
DISCOVERY METHODS
Interviews / workshop
Front desk • engineer • customer
+ captures exceptions and workarounds
− relies on recall
Process mining / event-log review
Case timestamps • status changes • rework
+ measures actual flow and waiting
− depends on accessible, clean logs
SIPOC
SUPPLIERS
Customer
Parts vendor
INPUTS
Device
Symptom
Warranty data
PROCESS
Intake → diagnose
→ approve → repair
→ test → return
OUTPUTS
Repaired device
Case record
Warranty decision
CUSTOMERS
Device owner
Samsung service team

8.

Bottleneck hypothesis: waiting for a repair decision
Ishikawa 6M — hypotheses to validate, not confirmed Samsung causes
MAN
METHOD
MACHINE
Uneven workload
Different diagnostic experience
Incomplete intake
Repeated approval contact
Test equipment busy
Diagnostic tool unavailable
MATERIAL
MEASUREMENT
MILIEU
Required part out of stock
Delivery timing varies
No visible wait-age alert
Status updates lag
Peak demand
Distance to parts hub
EFFECT

9.

BPM lifecycle applied to repair improvement
Measure the current flow before changing it
→
1
2
→
3
→
4
→
5
DISCOVERY
ANALYSIS
REDESIGN
IMPLEMENT
MONITOR
Observe intake and repair
cases
Find waits, rework and
causes
Add clearer intake and
parts ETA
Pilot at one service
center
Track KPIs and adjust
PDCA loop: Plan targets → Do pilot → Check results → Act on exceptions
Success = shorter waiting without lower repair quality or warranty compliance

10.

BPMN 2.0 · repair orchestration
Single pool with service-center lanes; simplified current-state model
→
FRONT DESK
Start
Register
case
→
Record
symptom &
condition
Covered
→
Confirm
repair route
→
Warranty
?
Paid route ↓
Diagnose &
prepare quote
ENGINEER
Approve
?
No → close
Yes
PARTS /
SERVICE
LEAD
Wait / order
part
→
Repair & test
→
End
No part → wait; then return to repair. Declined quote → close case.

11.

BPMN collaboration · three participants
Message flows between customer, service center and parts supplier
Submit repair request
CUSTOMER
Front desk
SAMSUNG AUTHORIZED
SERVICE CENTER
Engineer
Parts coordinator
PARTS SUPPLIER
Approve / decline
Receive repaired device
Register case
Diagnose & estimate
Repair & test
Check stock / request part
Confirm availability / ship part
Dashed teal arrows = messages across pools; solid blue arrows = work inside the service center

12.

BPMN choreography · message protocol
The order and meaning of exchanges between roles
1
Customer → Service center
→
Repair request + device/model + symptom
2
Service center → Customer
→
Booking confirmation / diagnostic result / estimate
3
Customer → Service center
→
Approval or decline
4
Service center → Supplier
→
Part order, if required and unavailable
5
Supplier → Service center
→
Part shipment / availability update
6
Service center → Customer
→
Repair completed + pickup / return details

13.

BPMN conversation · information overview
High-level exchanges without internal task detail
CUSTOMER
SERVICE CENTER
REPAIR CASE
request • status
decision
Main conversation: customer
PARTS SUPPLIER
PARTS EXCHANGE
availability • order
shipment
service center
Supplier conversation occurs only when a needed part is unavailable
END STATE Repaired device returned, or the customer receives a clear closure decision

14.

To-Be proposal · make waiting visible and actionable
A small change around an existing case-tracking capability
CURRENT BASIS
PROPOSED CHANGE
Online booking and repair status tracking exist.
At diagnosis, record the part needed and stock status.
Samsung says repair duration depends on complexity
and parts availability.
Send one clear estimate and approval request.
Public sources do not show internal case timestamps or
center-level performance.
If waiting, show reason, next update date and owner.
Measure before / after: lead time • waiting for parts • repeat visits • first-time fix

15.

Conclusion and sources
A repair journey is a practical BPM case with visible customer impact
KEY TAKEAWAY
The hardest-to-control wait may be
outside the repair bench: missing parts,
unclear approval, or an
uncommunicated next step.
OFFICIAL SOURCES
1. Samsung Kazakhstan · Service centers
samsung.com/kz_ru/support/service-centre/
2. Samsung Kazakhstan · Book repair
samsung.com/kz_ru/support/apps-services/how-to-order-a-callbackor-repair-from-samsung/
3. Samsung Kazakhstan · Repair status
samsung.com/kz_ru/support/your-service/track-repair
4. Samsung Kazakhstan · Non-warranty repairs
samsung.com/kz_ru/support/non-warranty-repairs/