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Campus Santa Fe
Design of a Consultancy and Change Management Process (Gpo 302)
Final Case Assignment
Team 2:
Andrea Margarita Donado Diaz- A01027963
Iván García Sepúlveda-A01027973
Alejandro Lopez Flores- A01027987
José Antonio Carranza Haas - A01027662
Rodrigo Espinosa Velasco - A01026250
June 08, 2025
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Final Case Assignment
Background of the Issues
Presto Laundry is a company with over ten years of experience in the market, only in
Mexico City, and with a total of five branches. Since then, the business has consistently
committed itself to providing excellent customer service, aiming to maintain a positive user
experience, even if it doesn't always offer the lowest prices. The company utilizes a
continuous improvement process to build upon existing opportunities and explore innovative
solutions by embracing automation.
Recently, Presto Laundry has introduced a brand new system to manage the computerized
pickup and delivery of clothing in order to lower wait times while decreasing and finally
eliminating the need to interact, will simplify the journey for customers, and provide cleaning
efficiency. Unfortunately, the system had just been put into play with only a week of training,
so many mistakes and confusion were made operationally by both employees and the clients.
The issue faced by Mr. Shelton brings to light the basic issues with the new system. His
clothing was lost due to how the system wasn't being used and the lack of identification
tracking in the first place. He also received lackluster mitigative customer service, including
hold time, no reply messages, no replies from the complaint department, and overall uncaring
customer service.
Although the firm intended good service, the institutional response montage provided by Mr.
Hoffner signaled a customer-indifferent culture. The complaint was trivialized, there was no
accountability, the responses took time, and there was no real follow-up as I tried to check in.
Even after the clothes were found, communication continued to be poor.
Process Analysis
General Objective
Conduct a comprehensive review of Presto Laundry's operational process for how Presto
Laundry receives, processes, and delivers customer orders (including all the steps from the
customer's initial interaction through to the final delivery). The goal is to identify specific
places in the process where errors, bottlenecks, delays, or failures to communicate occur, as
these all affect the customer experience.
Specific Objectives
To clearly and completely map out the full operational workflow of the new computerized
system, from the customer's drop-off of clothes to the final changeover to the customer.
To identify a few key areas of improvement in the process, offenders, pain points,
bottlenecks, and specific steps customers found to be dissatisfying or inefficient.
To determine KPI's to objectively measure the productivity, effectiveness, and efficiency of
the process.
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To determine which function or functions or operations cause the issues identified, and to
assign responsibility/accountability.
To rank order the top three high incidence areas of problems, analyze the root causes of their
failures, and try to improve on the worst three areas identified.
Methodology
Process Flow Diagram
A process flow diagram provides a clear, visual representation of the steps involved in a
process, using arrows and standardized symbols to illustrate activities, decisions, inputs, and
outputs. Each step may indicate an action taken by the customer or the company.
We selected this tool because it is easy to understand, even for users without prior technical
knowledge, and it is ideal for our team and client profile. The diagram simplifies the entire
journey, helping to detect workflow bottlenecks, rework areas due to errors, and assign
responsibilities to the appropriate departments. It enables the classification of mistakes and
their linkage to specific process steps or roles.
Gemba Walk
A Gemba Walk is an on-site visit to the actual location where work is done to observe the real
process in action. Team members walk through the workspace, record what happens as it
happens, and ask questions with no judgment to understand why certain decisions are made
or shortcuts are taken.
This methodology was chosen because what appears optimal on paper often differs from
on-ground reality. Through direct observation, we expect to uncover hidden issues like
unnecessary delays, excessive movements, poor signage, or space constraints. It will help
identify pain points, gather employee insights, and assign findings to the correct teams,
allowing us to prioritize small yet impactful changes grounded in real-world evidence.
Service Blueprint
A Service Blueprint maps every interaction between the customer and the business,
highlighting both frontstage (visible to the client) and backstage (internal processes)
elements. It helps align internal operations with customer expectations and reveals failure
points across channels and roles.
This tool is ideal for analyzing Presto Laundry's new automated pickup/delivery system
because it focuses on customer journey touchpoints, revealing where confusion, delays, or
communication breakdowns occur. It will allow us to redesign services more holistically and
improve the experience from end to end.
Failure Mode and Effects Analysis (FMEA)
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FMEA is a structured technique for identifying all possible ways a process can fail,
evaluating the severity, frequency, and detectability of each failure mode, and prioritizing
corrective actions accordingly.
This method will be especially useful in a system like Presto’s, where small tech or tracking
errors (like mislabeled garments or missed updates) can cause damage in the process. FMEA
will help prioritize not only by volume of errors but also by impact on the customer and
business.
Expected Results
Based on the application of the selected diagnostic tools (Process Flowchart, Gemba
Walkthrough, Service Plan, and Failure Mode and Effects Analysis, FMEA), a
comprehensive, evidence-based assessment will be generated, focusing on identifying
operational failures, points of friction, and areas for improvement in Presto Laundry's
recently implemented automated pickup and delivery system.
Through the Process Flowchart, we hope to obtain a detailed, step-by-step visual
representation of the current operational process. This will delineate each internal and
customer touchpoint, clearly showing inputs, outputs, decision nodes, and task flow direction.
From this visualization, the main operational bottlenecks, redundant steps, and sources of
rework will be identified. The result will be a complete process map that will help identify
the steps with the highest incidence of errors and clarify the specific roles and departments
responsible for each stage.
The Gemba Walk will allow the team to directly observe how the process unfolds in
practice, capturing operational realities that may differ from those documented. Hidden
inefficiencies will be highlighted, such as delays, physical layout issues, unnecessary
movements, and unclear signage that hinder customer flow and satisfaction. The result will
be a set of field notes and photos documenting these real-world issues, accompanied by a
table that assigns each observation to a department and categorizes it by impact level. This
will help prioritize quick, low-cost operational adjustments.
The Service Plan will be used to map the customer experience from start to finish,
including front-to-front interactions (visible to customers) and behind-the-scenes interactions
(internal operations). It will reveal where communication breakdowns, unclear processes, or
disconnects between internal teams negatively impact service. The output will include a
complete plan diagram, a table of identified failure points, and a list of critical touchpoints
where interventions could improve customer satisfaction. This tool will also help better align
internal operations with customers' expectations and emotional needs.
Using Failure Mode and Effects Analysis (FMEA), we seek to systematically identify
the most common and damaging failure modes within the system. The severity, frequency,
and detectability of each potential failure will be assessed, allowing us to calculate a Risk
Priority Number (RPN) for each issue. The result will be a prioritized list of failures, such as
incorrect labeling, delayed pickup/delivery updates, or lost orders, organized by risk level.
This will allow the client to focus corrective actions where they have the greatest impact.
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Together, the application of these tools will generate:
● A detailed technical report including all diagrams and findings.
● A data-based list of the three most critical operational failures.
● A proposed KPI dashboard with key indicators such as cycle time, error rate, and
customer complaints.
● A visual executive presentation summarizing the findings, with actionable insights
and specific recommendations for each department.
● A prioritized improvement roadmap will allow Presto Laundry to implement changes
gradually and cost-effectively.
Together, these results will provide the company with a complete diagnosis of its
operational process, enabling a transition toward greater efficiency, accountability, and
service excellence.
Work Team
To ensure the successful implementation of the diagnostic and improvement tools, the
following team members will assume specific roles based on their technical backgrounds and
areas of expertise:
● Andrea Margarita Donado Díaz, Process Mapping & Visualization Expert
Andrea will be responsible for developing the Process Flow Diagram,
mapping each step of the customer journey and internal operations. Her analytical
thinking and attention to detail will allow for accurate identification of process
bottlenecks, inefficiencies, and rework points. She will also coordinate the
documentation of responsibilities and decision nodes within the workflow, providing
a visual foundation for process redesign.
● Iván García Sepúlveda, Field Research & Operational Analysis Specialist
Iván will lead the Gemba Walk activities, visiting the branches and operational
sites to observe firsthand how tasks are executed and where real-world frictions exist.
He will document informal practices, inefficiencies in space usage, and coordination
gaps that may not be evident in official procedures. Iván’s observational skills and
ability to engage with frontline staff will be essential to gather insights grounded in
daily operations.
● Alejandro López Flores, Service Design & Customer Journey Analyst. Alejandro
will manage the development of the Service Blueprint, focusing on the integration of
customer-facing and internal processes. His role involves identifying key service
touchpoints, mapping out backstage activities, and detecting breakdowns that impact
the customer experience. Alejandro will be in charge of aligning the operational flow
with customer expectations and suggesting opportunities for service innovation.
● José Antonio Carranza Haas, Risk & Failure Analysis Consultant
José Antonio will lead the implementation of the Failure Mode and Effects Analysis
(FMEA). He will identify and evaluate all possible failure modes in the automated
system, calculate their severity and frequency, and assign Risk Priority Numbers
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(RPNs) to each one. His data-driven approach and problem-solving mindset will be
critical in prioritizing the most impactful corrective actions and ensuring process
reliability.
Work Cronogram
Customer-Centered Cultural Transformation
General Objective
To facilitate a strategic transformation of Lavandería Presto's internal culture by finding
alignment among organizational values, employee behavior, and organizational practice
based on a clear commitment to the customer experience. This cultural shift will support the
business in realizing sustainable service excellence across all interactions and provide an
opportunity for employees to embrace the objective of creating a customer-first mindset in
their daily work.
Specific Objectives
● Examine the alignment between the company's expressed values and the actual
behaviors employees exhibit when serving customers.
● Recognize the dominant cultural norms—both formal and informal—that motivate
service behaviors across different departments.
● Establish the main cultural barriers to retaining customer trust, loyalty, or satisfaction.
● Give concrete, evidence-based suggestions to increase empathy, responsiveness, and
service mindset in the culture.
Methodology
The proposed methodology integrates qualitative, quantitative, and participatory techniques
to ensure a robust cultural assessment and actionable transformation plan.
1. Internal Cultural Audit
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○ We will conduct a thorough diagnostic survey of employees at all levels to
measure their attitudes toward customer service, their perceived values of the
company, how effective they think communication flows in their company,
and for their overall satisfaction with the organizational context.
○ We will also run focus groups to populate employee narratives and the way
they frame their role, leadership, and the customer.
○ The phase will help us identify where the leadership messages were out of
sync with the employee experiences day to day.
2. Ethnographic Observation
○ Trained observers will also conduct non-participatory observation sessions in
different locations and shifts while recording behaviors, routines, language,
and all customer/staff interactions.
○ You will capture informal norms, unarticulated expectations, and cultural
“default” behaviors that affect service delivery, often more so than formal
policies.
○ The observation notes will be analyzed to identify patterns, positive rituals,
and negative cultural loops that may positively or negatively affect the
customer experience.
3. Organizational Narrative Review
○ A textual and symbolic investigation of internal and external communication
materials (training manuals, mission statements, internal communications, signs,
social media posts) will be employed to evaluate which values are being
communicated and reiterated throughout the organization.
○ This process will examine whether the company’s narrative promotes a consistent and
consumer-oriented culture, or identify tensions between the internal culture of the
organization and the external representations of the brand.
4. Moments of Truth Mapping
○ In workshops with front line staff and supervisors, we will map the customer journey
and identify "moments of truth" - major interactions that contribute to a customer's
overall impression of the service.
○ This will help identify which service points are emotionally impactful, where failures
tend to be most significant, and where small changes in behavior could lead to
substantial improvement.
5. Leadership Modeling Assessment
● The method will involve conducting semi-structured interviews with those in
leadership roles to explore how they respond to customer service situations and how
their behavior shapes their teams’ attitudes and practices.
Key aspects to be assessed include:
○ What types of customer service behaviors are recognized or rewarded.
○ Which inadequate actions are ignored or left unaddressed
○ What messages—explicit or implicit—are being communicated about the importance
of the customer.
○ Whether leaders are aware of the influence they have on the service culture.
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○ Differences between what leaders believe they promote and what employees
experience.
Expected Results
The project will deliver a comprehensive Cultural Diagnostic Report that maps the current state of
organizational culture concerning customer service and outlines the path for transformation, supported
by thematic analysis, behavioral observations, and identification of root causes behind service
inconsistencies. This will be accompanied by a Gap Analysis comparing the organization’s stated
values, such as service excellence and customer satisfaction, with the actual behaviors observed and
employee perceptions gathered through narrative inquiry. A Critical Touchpoint Map will highlight
key service moments that most strongly influence customer loyalty and satisfaction, along with
specific behavioral recommendations to enhance these pivotal interactions. Based on these insights,
we will provide Strategic Recommendations aimed at fostering cultural alignment through
improvements in internal communication, leadership development, employee recognition systems,
and revised service protocols. Additionally, a phased Cultural Change Program will be proposed,
detailing clear steps—diagnosis, communication, training, and reinforcement—along with defined
timelines, roles, and metrics for success. Altogether, the initiative seeks to strengthen the alignment
between organizational purpose and employee behavior, cultivating a more consistent and emotionally
positive customer experience. Ultimately, the transformation aims to shift the mindset from
transactional service to relational engagement, empowering every employee to act as a steward of the
customer journey.
Work team
To successfully drive the cultural transformation toward a more customer-centric service
model, the following multidisciplinary team will lead the diagnostic and change process, each
bringing a specific area of expertise aligned with the methodological components of the project:
● Rodrigo Espinosa Velasco – Organizational Culture Lead
Rodrigo will oversee the entire cultural diagnostic and transformation strategy. With a
background in organizational development and leadership dynamics, he will supervise the
Internal Cultural Audit and the Leadership Modeling Assessment. His role is to bridge the gap
between executive intentions and everyday employee behavior, ensuring consistency in
messaging and aligning internal values with external service delivery. Rodrigo will also
consolidate the final Cultural Diagnostic Report and lead strategic planning sessions for
cultural change.
● Valeria Jiménez Ortega – Service Experience & Ethnography Specialist
Valeria will conduct the Ethnographic Observation process, directly observing employee
behavior, customer interactions, and routine service execution across various Presto Laundry
locations. Her expertise in qualitative research and behavioral analysis will allow the team to
surface informal norms and cultural patterns that may be overlooked in surveys or reports.
Her findings will help identify both positive rituals and friction points in the customer
experience.
● Mauricio Joaquín Guzmán – Communication & Narrative Consultant
Mauricio will lead the Organizational Narrative Review, focusing on analyzing internal
documentation, training materials, customer-facing communication, and corporate messaging.
His goal is to evaluate the coherence between what Presto Laundry says it values and what it
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actually promotes through language and symbols. Mauricio’s expertise in organizational
communication will support the design of more aligned messaging strategies for reinforcing
customer-first values.
● Camila Rivas Mendoza – Touchpoint & Service Journey Designer
Camila will be in charge of the Moments of Truth Mapping workshops. She will collaborate
directly with frontline employees and supervisors to visualize key service moments and
emotional triggers in the customer journey. By identifying which touchpoints have the most
influence on satisfaction and loyalty, she will help prioritize small behavioral changes with
big impact. Camila will also assist in prototyping new service rituals and recognition
mechanisms.
● Emiliano Mora Benítez – Employee Engagement & Diagnostic Facilitator
Iván will co-lead the Internal Cultural Audit alongside Rodrigo, specifically facilitating
diagnostic surveys and focus groups with operational and administrative staff. His role is to
uncover employee perceptions about leadership, service expectations, and the day-to-day
culture within teams. Iván will also support data analysis and assist in the development of a
tailored Gap Analysis comparing espoused values with lived experiences.
This team, combining strategic vision, human-centered observation, and operational
understanding, is uniquely positioned to drive Presto Laundry's cultural shift from a transactional
service model to a relational and empathetic customer experience across all levels of the organization.
Work Cronogram
Cálculo de costos para propuesta técnica
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Costos para cambio de cultura de la empresa
Costo total del proyecto
