Service Operations Management Improving Service Delivery 4th Edition Robert Johnston, Graham Clark, Michael Shulver - Solutions

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What are the most important structural and infrastructural decisions in McDonald’s operations strategy, and how do they influence its main performance objectives? Plo8
What are the main operations performance objectives for McDonald’s? Plo8
How has competition to McDonald’s changed over its existence? Plo8
How can the process of operations strategy be organized? Plo8
How are the four perspectives of operations strategy reconciled? Plo8
It is important to engage with a wide range of stakeholders, within and outside of the organization, when developing operations strategy. Plo8
There are four key perspectives on operations strategy – the ‘top-down’, market requirement(‘outside-in’), ‘bottom-up’ and operations resources (‘inside-out’). Plo8
Operations strategy has content and process. The content concerns the specific decisions that are taken to achieve specific objectives. The process is the procedure that is used within a business to formulate its strategy. Plo8
Operations strategy concerns the pattern of strategic decisions and actions that set the role, objectives and activities of the operation. It can be used to articulate a vision for the (potential) contribution of operations to organizational success (i.e. moving from stage 1 to stage 4 of the Hayes
Strategy is the total pattern of decisions and actions that position the organization in its environment and that are intended to achieve its long-term goals. Plo8
How does operations strategy align with operations resources (inside-out)? Plo8
How can the process of operations strategy be organized? Plo8
How are the four perspectives of operations strategy reconciled? Plo8
How does operations strategy align with operations resources(inside-out)? Plo8
How does operations strategy align with operational experience(bottom-up)? Plo8
How does operations strategy align with market requirements(outside-in)? Plo8
How does operations strategy align with business strategy (top-down)? Plo8
What is strategy and operations strategy? Plo8
An IKEA executive was reported as saying that in some parts of the world ‘we have reached the point of“peak stuff”’. It was interpreted by some as a warning that consumer appetite for home furnishings had reached a crucial turning point. What are the implications of this for IKEA? Plo8
How does the strategy of increasing IKEA’s online presence impact on these trade-offs? Plo8
What trade-offs are customers who go to these big stores making? Plo8
In the traditional IKEA ‘big box’ stores, what is the relative importance of the operational performance objectives (quality, speed, dependability, flexibility, cost), compared with a conventional high-street furniture store? Plo8
How do operations performance objectives trade off against each other? Plo8
How can we continue to improve and build capabilities (the learning and growth perspective)? Plo8
How do our customers see us (the customer perspective)? Plo8
What must we excel at (internal process perspective)? Plo8
How do we look to our shareholders (financial perspective)? Plo8
What detailed measures should be use? Plo8
Which are the most important performance measures? Plo8
What factors should be included as performance measures? Plo8
How do operations performance objectives trade off against each other? Plo8
How can operations performance be measured? Plo8
How is operations performance judged at an operational level? Plo8
How is operations performance judged at a strategic level? Plo8
How is operations performance judged at a societal level? Plo8
Why is operations performance vital in any organization? Plo8
What would you recommend to the company if it asked for your advice in improving its operations? Plo8
Draw a four Vs profile for the company’s products /services. Plo8
Why is operations management important in CDS? Plo8
What is the input–transformation–output process? Plo8
What do operations managers do? Plo8
How do operations and processes differ? Plo8
What is the process hierarchy? Plo8
What is the input–transformation–output process? Plo8
Why is operations management important in all types of organization? Plo8
What is operations management? Plo8
3 What do you consider to be the benefi ts and challenges posed by the new structure?
2 Does the new structure support Payment Operations’ objectives?
1 Compare and contrast the existing and new Payment Operations structures.
3 Identify opportunities to re-engineer some of your processes using technology. How would you manage this innovation?
2 Is there a mismatch between the current performance requirements of your service processes and the task for which they were designed? Have you identifi ed future requirements before attempting to redesign your processes?
1 What is the dominant culture of your service management approach? Is it capability- or commodity-based? Are there any people and activities that do not fi t with this culture?How well are they managed?
3 Give examples of recent innovation in service processes through the use of technology.What have been the challenges and benefits?
2 Select a process, such as cooking a meal for friends or arranging a holiday. Sketch out the service process and evaluate it.
What examples can you give of capability and commodity service operations? What are the operations management challenges of each type?
How can the process be improved?
How effi cient is the process?
Is the level of visibility appropriate?
Who ‘owns’ and has responsibility for the process?
Is the process ‘in control’?
Does each activity provide added value?
Does the process support the strategic intentions of the operation?
How can managers harness technology in service process design?
How can service processes be repositioned?
How can managers ‘engineer’ service processes?
What are the main types of service process?
Why is service process design important?
2 What issues will Kaz have to deal with to deliver this and how might these issues be overcome?
1 Develop an experience statement for the Hospice.
3 What are the opportunities to use technology either to enhance your current customer experience or create a new experience?
2 Carry out a walk-through audit and emotion mapping of your service processes, looking at them through the eyes of the customer. What can be improved?
1 To what extent are the traditional roles of front offi ce and back offi ce in your organisation changing? Has your management approach changed in line with the new task? What are the implications of customers potentially penetrating to the heart of the organisation through mechanisms such as
3 Analyse the servicescape of your favourite restaurant/eating place. What aspects encourage the ‘right’ behaviours in the customers and employees? Are there any aspects of the servicescape that you would change?
2 Select a service organisation and identify the key back-offi ce and front-offi ce tasks. What activities have most impact on the customer experience? Could any task move from one area to the other and what would be the implications?
1 Undertake a customer experience analysis of a service operation, identifying the critical points for management attention.
What is the role of technology in developing the customer experience?
How can managers design the customer journey?
How can the servicescape be designed?
What is a customer experience?
2 How could a supply chain approach overcome some of the problems?
1 Summarise the problems faced by Michael Tay and the other professionals involved in the collection, analysis and use of forensic evidence.
3 If you have service level agreements, how do they benefit both parties?
2 Could you be more effective in reaching new markets/providing new services by forming a strategic alliance? What would you require in a partner in such an alliance?
1 How well do you manage your supply network? Who are the parties? How effective are they? What are the mechanisms for review and improvement?
3 Compare the approaches of two organisations in the same service sector, one choosing to operate through intermediaries, the other preferring to deal with end customers directly.What are the benefi ts and challenges of each approach?
2 Think of the last time you arranged an event or a service, such as a holiday, dinner party, music event . . . What were the issues you faced in co-ordinating the various inputs, including participants, and activities and suppliers?
1 Select a service organisation and construct what you assume to be its supply chain.
How can managers develop a global network strategy?
How can service supply networks be managed?
What is the role of information and inventory?
What are supply chains and networks?
2 What recommendations would you make for improvement?
1 Evaluate the quality of service provided by the NCBSU.
5 What is the most effective method of assessing customer satisfaction? How widely have you communicated the fi ndings of customer research?
4 Do you understand the zone of tolerance for your service delivery? Are customer expectations sometimes fuzzy? What guidance and/or resource is required to clarify these expectations?
3 What are the reasons for gaps between customer perceptions of service and their expectations? How can they be closed?
2 Who compiled your customer satisfaction survey questionnaire? Have you checked with customers as to how relevant it is? What are the drivers of satisfaction for your customers(internal or external)?
1 When was the last time your organisation carried out a detailed study of customer satisfaction? Assess the methods used and, more importantly, the impact of the exercise.
3 Collect a few customer survey forms, from a range of service providers, and evaluate them.
2 For a high-volume/low-variety service (business-to-consumer) and for a low-volume/high-variety service (business-to-business or professional service) identify potential gaps between customer expectation and customer perception of service delivery. What strategies would you suggest these

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Service Operations Management Improving Service Delivery 4th Edition Robert Johnston, Graham Clark, Michael Shulver - Solutions

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