units, the manual business process was converted to the following (Chan, 2004):
             Waiters only need to move around their tables, keying the orders directly into the HP iPAQs.
             The handhelds are fitted with special chips that enable the handhelds to transmit the orders in real-time and wirelessly to the base stations.
             These base stations pick up the data and relay them on to the computer servers in the back end.
             The orders are automatically sent to the kitchen printer and the kitchen staff are able to start on the orders immediately.
             The cashiers print out the bills with a click of a button instead of manually keying every order into the POS terminals.
             This particular innovation became a model of operational efficiency and thoroughness and started "Creating a ripple effect 'HRC Singapore is very much a small and medium enterprise,' says Chan Yong Hock. 'It is often used as a testing ground for a lot of new innovative projects. 'We're usually the first to implement new products, such as the wireless handheld and POS system. [This outlet] is also the first to be wired up as a hotspot. When the trials are successful, we'll implement them elsewhere,' he explains. (Chan, 2004)"
             At the time the technology was implemented, it was considered something new and truly pioneering but HRC Singapore did not get into the technology without first doing "their homework." The basic approach HRC Singapore did primarily was asking around and checking out whether such a technology was implemented elsewhere. Since they found out that it was already implemented in some sectors of the industry, they were convinced that adapting wireless technology was indeed the way to go about their business process reengineering.
             With the implementation of the POS wireless technology, HRC Singapore was able to improve on several operations management perspective. The first is the successfully introduct...