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business
production and operations management
Service Operations Management Improving Service Delivery 4th Edition Robert Johnston, Graham Clark, Michael Shulver - Solutions
11. Which of the following statements is incorrect: (a) ISO 9000 explains the ISO system. (b) ISO 9001 applies to firms that are involved with production. (c) ISO 9002 applies to firms that act as inspection agents. (d) ISO 9004 serves as a guide to the Japanese Industrial standards Z 8201.
10. Kilbridge and Wester method is used in solving: (a) Inventory problems (c) Line of balance (b) Layout problems (d) Scheduling problems
9. Multifactor productivity measurement is used by the U.S. Government because:(a) It combines the overall cost of all input factors that create the total output of goods and services. This is the best way to measure national productivity. (b) It is the tradition of many governments to combine
8. A Japanese technique of batch production in which emphasis is on the reduction of production lead time and WIP by specifying shorter production runs for any single product is known as: (a) JIT (c) FMS (b) Kanban (d) Kaizen
7. In Japan, the assembly lines more often use: (a) I-Shape (c) S-Shape (b) U-Shape (d) O-Shape
6. A Japanese concept of continuous improvement in all things is: (a) Kanban (c) Toyota (b) JIT (d) Kaizen
5. Allen H. Mogensen in 1930 introduced which of the following concepts: (a) Time study (c) Work simplification (b) Ergonomics (d) Job evaluation
4. The principles of motion economy were developed by: (a) Taylor (c) Gantt (b) Gilbreth (d) Adam Smith
3. The concept of division of labour was advocated by: (a) Adam Smith (c) Gilbreth (b) Babbage (d) Emerson
2. Statistical methods of quality control was first proposed in 1924 in USA by: (a) Gantt (c) Shewart (b) Taylor (d) Muther
1. A concept initially developed in Japan as employee participation, quality improvement programme is called: (a) Quality control (c) Quality assurance (b) SQC (d) Quality circle
2. Highlight which factors, in your opinion, are most important to the successful operation of a store and evaluate these factors division-wise.Lasa Mart Stores is one of the premier home textiles and food stores chain in India and other countries. It oper- ates through over 150 stores, employs
1. How do customers evaluate the quality of a store?Lasa Mart Stores is one of the premier home textiles and food stores chain in India and other countries. It oper- ates through over 150 stores, employs over 15,000 people, and has annual turnover of 1.5 billion. It is known for its high product
The volume–variety matrix helps identify the key attributes of service processes, and the implications of attempting to deal with a wide range of tasks with one process.
Value may be added in the front offi ce or back offi ce or both, with varying degrees of customer involvement.
Runners, repeaters and strangers help identify the extent of variety to be dealt with by the process.
A service process is the set of interrelated activities that together, in an appropriate sequence, delivers the service concept and creates the customer’s experience and outcomes.
Activities are typifi ed by runners, with an increasing proportion of repeaters as the organisation seeks to differentiate through mass customisation.
The types of service that lie in this area are mass services.
The operational focus is typically that of the service factory or DIY service (see KDAM in Section 8.3.4 below).
Capacity is generally well defi ned, with an emphasis on developing fl exibility to deal with rapid changes in demand.
The organisation depends on focused training, often of a few days’ or weeks’ duration, for its customer-facing staff, as compared to several years’ professional training for key staff in capability operations.
Customer-facing employees are likely to be relatively junior staff and poorly paid.
The service concept is translated into a series of tightly controlled processes, with little opportunity for deviation from standard activities.
providing an appropriate level of service and managing resource productivity to tight targets.Contrasts with the attributes of capability services are as follows:
managing standard service in such a way that individual customers still feel that they are not just a number
maintaining consistency of service delivery to ensure that customer expectations are met across all encounters
equipment repair services based on simple replacement processes, such as car tyre and exhaust centres, domestic appliance repair or computer service.Central tasks for the majority of these operations include:
centralised communication-based services, such as ‘direct’ insurance, telephone banking or catalogue-based selling
multi-site services, such as restaurant chains, supermarkets or other retail operations
You can expect your care provider to constantly check the quality of its services.
You can expect to be cared for by qualifi ed staff.
You can expect to be safe.
You can expect care, treatment and support that meets your needs.
You can expect to be involved and told what’s happening at every stage of your care.
In designing services and experiences, managers need to be concerned to ensure that all messages emanating from all the clues designed into the service are consistent with the service concept and the desired emotions.
The clues and messages not only signal the nature of the experience and create the experience for the customer but they can also infl uence their behaviour and that of the staff.
The emotions are how the customer feels, consciously or subconsciously, about those clues and messages.
Messages are what customers will infer about the organisation; its services, management or staff.
Service clues are indicators, stimuli and signals that have been built (purposely or inadvertently) into the service to provide particular messages.
The servicescape describes the physical and informational surroundings in which a service is both created and provided.
It assesses the clues designed into the environment (the servicescape), the people and the service process/experience and captures the messages and resulting emotions.
It asks directly and explicitly what each touch point means to the customer and, importantly, what gives them this impression.
It forces managers and employees to see the process from the point of view of the customer(outside-in), increasing their level of customer orientation.
It requires managers and employees to think about, and express in words, their service concept (including the experience and emotions). This in itself creates an opportunity for healthy debate, and even disagreement, about what the intentions of the organisation actually are.
The fi nal column records the emotions felt by the customer during the experience. The top of the column can also be used to record the emotions that customers may feel even before contact is made with the organisation.
The interpretation as to why the customer or surrogate customer arrives at this evaluation is entered into the messages column, which describes the deliberate or inadvertent messages provided by the service. For example, an open door may provide an ‘inviting’message, while a telephone operator
Mystery shoppers, independent advisors or preferably managers and their staff walk through the actual customer’s journey to assess how customers (might) assess each touch point. Each touch point is briefl y described in the left-hand column and an assessment of it in terms of delighting (+),
The service concept needs to be agreed and specifi ed. This alone is often a useful exercise to gain agreement between the employees on the nature of their service and the experience and emotions they want to provide (see Chapter 3 ).
A request is made to turn up on time for an appointment, but there are insuffi cient car parking spaces outside.
A request for medicines or equipment is held up because of the paperwork.
There is a desire for prompt treatment, but the doctor’s notes have been delayed or are unavailable.
Is it clear how long the partnership will last and what are the terms of the dissolution of the partnership?
Is there a dominant partner in the enterprise? Has this been agreed and is the less powerful partner happy with the arrangement?
Has there been suffi cient discussion and negotiation as to what are the likely benefi ts for each partner? Is it clear as to which partner is responsible for which activities?
Are the two partners (A and B in Figure 6.6 ) able to let the venture work in its own way?The culture of the venture is likely to be different from those of both its ‘parents’ and may be viewed with suspicion.
The extent to which the two cultures allow for effective working. Are the values, beliefs and general ways of working compatible?
the Post Offi ce which arranges for redirection of mail at the right point in time to the right new address?
the house removals company which moves the customer’s furniture on the right day
the buyer’s lawyer, who is responsible for checking title deeds with the land registry, for ensuring funds are in place, and for drawing up the contracts, checking them, and getting agreement
the mortgage (house loan) provider, with their access to funds, and property surveyors
the sellers with their own lawyer (solicitor), and network of organisations to arrange their next house purchase
the estate agent, whose network includes many people trying to sell their houses
have motivated and properly trained staff.
are at a cost that compares favourably with the rest of the NHS
use leading edge and effective medical technologies
are responsive to customer needs
The methods available include questionnaires and surveys, focus groups, customer advisory panels, new/lost customer surveys, complaint/compliment analysis, critical incident technique and sequential incident analysis.
The eighteen quality factors provide a base to help understand and define customer expectations.
Neutral factors have little effect on satisfaction; hygiene factors will dissatisfy but not delight; enhancing factors will delight but not dissatisfy; and critical factors both dissatisfy and delight.
The service quality factors are those attributes of service about which customers may have expectations and which need to be delivered at some specifi ed level.
Expectations are dynamic and are infl uenced by price, the alternative services available, marketing, word-of-mouth, previous experience, customers’ mood and attitude and their confi dence.
Expectations are what a customer believes to be likely, lying on a continuum, between ideal and intolerable.
How we perceive a service depends upon our past experiences, our past, our culture, language, beliefs, values, interests and assumptions.
Perceptions are our own personal impression and interpretation of a service.
How can a service be specifi ed?
How can managers capture customers’ expectations?
How can service quality be operationalised?
How can expectations and perceptions be ‘managed’?
What infl uences expectations and perceptions?
What is customer satisfaction?
How should we monitor progress?
What might need to change to get there?
What is the best the relationship might be?
Process profi ling can help identify what needs to be changed to reposition a process.
Why is it like that?
Where is the relationship currently?
What is the current profi tability of the customer? Is it costing more to keep this customer than we are likely to recoup?
The number of points of contact with customers. How many different services do they buy? Is there potential for cross-selling of service?
The duration and durability of customer relationships. How long do customers remain loyal and is there potential for this to be extended?
Current and potential annual spend of customer segments, recognising that customers may use more than one service provider.
How can managers develop good business relationships?
How can managers develop good customer relationships?
What are the benefi ts of retaining good customers?
Customers, who are they?
Why is service operations management important?
What is ‘service’?
What are services?
2 What are the issues and implications for the store?
1 What conclusions could Julie draw from the data?
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