Is this only for LPG or appliance servicing businesses?

No. The same approach applies to any field service or installation SME struggling with scheduling, coordination and role clarity.

How long does this kind of transformation take?

Typically several months across process redesign, SOP development, system implementation, job redesign and training rollout.

Can grants support this work?

Depending on scope, business process redesign, job redesign and workforce transformation can align with WSG and E2I programmes. Agencies make final eligibility calls.

Do we need to replace our existing systems?

Not necessarily. In this case, CRM and job scheduling workflows were connected with Xero to improve information flow without a full system replacement.

How do you handle job redesign after workplace injuries?

We work with the business to understand what the employees can still contribute, redesign the role around lighter duties and knowledge transfer, and support the transition with training.

How is success measured?

We describe outcomes qualitatively — scheduling visibility, SOP consistency, system integration, administrative reduction, training coverage and role sustainability. Specific metrics are shared privately with clients.

KitchenPapa — Service Operations & Workforce Transformation

Project Snapshot

Industry: LPG Supply, Appliance Servicing & Installation — an established SME expanding from gas supply into appliance installation and after-sales services.
Client Type: Owner-led SME managing a growing field service and installation workforce.
Business Goal: Build a more scalable service operation by improving job scheduling, standardising workflows and redesigning roles to better support the company's growing appliance servicing and installation business.
Services Delivered: Business Process Redesign · SOP Development · Job Scheduling System · CRM & Xero Integration
Project Focus: As the service business grew, coordinating jobs, installers, customer information and administrative work became increasingly complex. Bluehive worked with the management team to redesign the operating workflow, introduce clearer SOPs and implement a centralised job scheduling system to allocate and track jobs across its seven installers. The transformation also addressed workforce sustainability. Following workplace injuries involving two experienced employees, their roles were redesigned towards lighter duties and training responsibilities, allowing the company to retain their experience while reducing the physical demands of their jobs.

Business Challenges

What this business was working through

Job allocation and scheduling across seven installers was largely dependent on manual coordination.
Service and installation processes needed clearer and more consistent SOPs.
Customer, job and financial information sat across different workflows, creating additional administrative work.
Two experienced employees who had suffered workplace injuries could no longer perform the same physically demanding duties.
Knowledge and installation experience were largely held by experienced workers rather than transferred through a structured training process.

What Bluehive Delivered

The work that moved the needle

Business Process Redesign

Redesigned the workflow around how jobs are received, allocated, completed and closed — moving from manual coordination to a more connected service operation.

SOP Development

Developed clearer, more consistent SOPs for servicing and installation processes so responsibilities and ways of working were easier to follow and repeat.

Job Scheduling System

Implemented a centralised job scheduling system to allocate and track jobs across seven installers with better visibility over availability and workload.

CRM & Xero Integration

Connected CRM and job scheduling workflows with Xero to reduce duplicate administrative work and help operational and finance information flow through the business.

Job Redesign

Redesigned roles for two experienced employees after workplace injuries, moving them towards lighter operational duties, mentoring and training responsibilities.

OJT Training

Introduced structured On-the-Job Training so experienced workers could transfer technical knowledge and practical installation experience to other team members.

Business Outcomes

What changed for the business

A centralised system for allocating and scheduling jobs across seven installers.
Clearer and more consistent SOPs for servicing and installation.
Better integration between CRM, job scheduling and Xero.
Less manual administrative coordination and duplication.
A structured OJT framework for transferring technical knowledge.
Redesigned roles that allowed experienced injured employees to continue contributing through lighter duties and training.
A stronger operating foundation to support the company's growth beyond LPG supply into appliance servicing and installation.

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