One of my sisters-in-law (I have several) runs a frame shop. A trip to my wife’s hometown often means stopping by her sister’s shop and hanging out while mats are being cuts and frames assembled. So I was curious then to read an essay to read in the New York Times about running a frame shop — even more so given its title, The True Price of Customer Service (Aug 21).
The essay is written by the founder of Artists Frame Service, which is based here in Chicago and has generally been very successful. It has been open for more than three decades and (according to the article) is 20 times bigger than the average US frame shop. Part of how it got that way is by promising faster service. Since its founding, it has promised to turn around orders in a week. Consistently delivering on that, however, creates operational challenges.
What I was really asking about was the one-week turnaround: Was it worth the trouble? Did it matter enough to customers? I was asking because it is not an easy commitment to keep. If someone orders framing on Monday afternoon, it will not go into production before Tuesday morning. And it has to be done by Friday for it to be inspected and wrapped and put in the pickup shelves by the following Monday. That means we really only have three days to get it done.
The challenge has always been that some weeks are so busy that my staff members have to work 10 or more hours of overtime, while other weeks are slower and their hours are cut. I considered switching to a 10-day turnaround. This would effectively double the amount of time that we have to complete an order. But I worried: Was this the equivalent of cutting Samson’s hair and losing the magic?
Let me start by saying that in terms of operations, this is a really nice problem to think about. It highlights some important points about managing processes to provide fast service. (more…)