The Employees at Belmont Brokerage & Management, Inc. believe in
the principals of Quality Control. Following these principals on a
consistent basis insures we provide the professionalism required to
manage our client’s properties---
THIS IS WHAT WE BELIEVE:
The Customer is King
In today's buyer's market, the customer is king. What your customer
wants is value. Value. That's a key word. It stands for quality and
reliability at a reasonable price. In the competitive market it is
imperative that each employee understands the importance of the customer.
Customers are:
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The most important people in any business
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Not dependent on us. We are dependent on them.
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Not an interruption of our work. They are the purpose of it.
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Doing us a favor when they come in. We are not doing them a favor
by servicing them.
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A part or our business, not outsiders.
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Not just a statistic. They are flesh-and-blood human beings with
feelings and emotions, like ourselves.
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People who come to us with their needs and wants. It is our job to
fill them.
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Deserving of the most courteous and attentive treatment we can give
them.
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The lifeblood of this and every other business. Without them we would
have to close our doors.
Good Enough is not Good Enough:
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We can no longer live with the defect levels we have accepted in
the past.
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Our company needs to make fewer errors and permit fewer defect.
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Poor training of employees, inferior supervision, and one-way communication
must be corrected.
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It is time to stop mediocre performance as acceptable and even as "exceeds
expectations" at times.
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One of the very best ways to improve is through improving the excellence
of everything we do.
The Improvement Process:
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When we stop improving, we start to slip backward.
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We can not say to ourselves: "I've always done it this way and
it worked, so it must be good enough."
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Many companies are content with getting by when they should be getting
better. Unfortunately, when employees are content, they stop improving.
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The improvement process is a group of activities that complement
each other and provide an environment conductive to improving performance
for employees and management alike.
Who are our Customers?
• Tenants
• Owners
Most repetitive activities can be considered processes and controlled
much
What is Process Management?
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Most repetitive activities can be considered processes and controlled
much the same way as manufacturing processes are controlled.
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To help bring this concept into focus, Process is defined as:
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"A series of activities that takes an input, adds value to it,
and produces an output."
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A System is defined as:
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"The controls that are applied to a process to insure that the
process is operating efficiently and effectively."
Four Phases to the Business Process Improvement:
1) Definition and Documentation
2) Analysis
3) Assessment
4) Continuous Process Improvement
Phase I: Definition and Documentation
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Develop a flow diagram of the process.
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Establish measurement points and feedback loops.
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Qualify the process
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Develop and implement improvement plans
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Report efficiency, effectiveness, and change status
Measurement Points and Feedback Loops
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After the flowchart is complete, determine the measurement points
and feedback loops. Without measurement of the activity, you cannot
improve it.
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Three types of measurements in the process:
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Effectiveness-How well the process output meets customer expectations.
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Efficiency----The way resources, including time, are used to provide
output that meets or exceeds customer expectations.
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Adaptability-The ability of the business process to rapidly change
or meet an individual, customer, or business need to stay ahead of
the changing business environment.
Phase II: Analysis
Some of the items that should be looked at during the analysis phase
are discussed below:
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Eliminate No-Value-Added activities (Bureaucracy)
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Self-inspection versus appraisal
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More than one signature
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Writing the same thing twice
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Unnecessary delays
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Redundant tasks
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Simplification
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Combine similar activities
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Reduce amount of handling
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Eliminate unused data
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Clarify forms
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Office layout
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Report layout
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Use simple English
Reduces processing time (look at activities that have long time
delays).
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Change activity sequence
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Eliminate wait time
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Reduce interruption
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Improved timing (when employee receives input)
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Reduce output movement
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Set proper priorities
Computerization/mechanization
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Can repetitive, boring activities be automated?
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Which activities can be mechanized or computerized?
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Should the data be handled in a batch or on-line mode?
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Does the employee have the best work layout to accomplish the tasks?
(Never start the process improvement activities with computerization
or mechanization).
Phase III: Assessment
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Evaluate the process and classify it into one of six categories:
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Unkown-Process status has not been determined
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Understood-process design is understood and operating to its prescribed
documentation
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Effective-Process is systematically measured, streamlining has started,
and end customer expectations are met.
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Efficient-Process is streamlined and is more efficient
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Error Free-Process is highly effective (error free) and efficient.
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World Class-Process is world class and continuing to improve.
Phase IV: Continuos Process Improvement
The continuous process improvement phase is simplicity itself: Keep
doing what your are doing and when everything is going the way it
should, withdraw something--pull something out and start over.
Define the Processes
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Tenant Application Process:
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Apartment Rehab
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Rent Collections
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Accounts Payable
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Tenant Repairs
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Building Ongoing Supervision and Maintenance
