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business
production and operations management
Service Operations Management Improving Service Delivery 4th Edition Robert Johnston, Graham Clark, Michael Shulver - Solutions
The presentations are full of management speak.
They don’t explain things in fi reman’s talk.
When we ask questions they are too busy in meetings and away days to tell us.
No-one has had the courtesy to tell us what the system is or what the success criteria are, and so I can’t tell my team.
We are not clear what the criteria are for recruitment, probation or my advancement.
We are not allowed to question anything.
They don’t listen to our ideas.
The corporate values are just words: they are not real.
HQ is out of touch with the reality. They work on their own projects and agenda but it has no relation to the work we do.
What’s this got to do with us and the job we do – how does it help us fi ght fi res and deal with traffi c accidents?
This is the fi rst time we have seen a manager for years. They only ever come here to tell us off. We never get any appreciation.
5 What lessons can you learn from Kotter’s list of reasons for failure in managing change?How do they relate to your experience of change?
4 Which of the ‘gods of management’ fi ts your organisation? Is this the type of organisation in which you want to work?
3 What aspects of your organisation’s cultural web can you infl uence? What action is required to support your organisation’s competitive strategy?
2 Can you describe your organisation’s/unit’s culture in terms of the cultural web? In what way do you think your interpretation differs from other managers in your organisation?
1 Do you understand what the principal basic assumption of your organisation is? Does it support your service concept, or is the reason for poor performance the fact that your organisational culture is lagging behind your strategy?
3 Evaluate an organisation’s website or annual report and assess the words used, or not used.Describe their paradigm.
2 Which elements of the cultural web can operations managers infl uence? Interview a service operations manager and ask how they can infl uence the organisation’s culture in order to provide better service.
1 Construct a cultural web for your university/college course. Which elements of the web help or hinder service delivery? What god of management is at work here?
Is it based on teams or individuals?
Is it bureaucratic or fl exible?
Is it function- or process-driven?
Is it organised geographically or by product area?
Is the structure hierarchical or fl at?
How can managers infl uence cultural change?
What is the infl uence of national cultures?
What are the main culture types and the implications for service delivery?
Why is understanding and infl uencing organisational culture important?
5 Evaluate your process for strategy formulation and development.
4 Identify all your performance criteria and undertake an importance–performance analysis. Do the priorities identifi ed refl ect the organisation’s priorities?
3 Identify your PUV criteria. How do you score against your key competitors? What are the options for change?
2 Do you compete in terms of outcome and/or experience? In what ways could you change?
1 Defi ne and evaluate your service strategy.
2 Identify the PUV criteria for two competing organisations. Score them on each criterion and assess their strategies. What options would they have if they wanted to differentiate themselves from the competition?
1 Select four organisations in the same sector, such as four food outlets, pubs or libraries, and assess their relative positions in terms of their outcomes and experiences. How well does this fi t with their respective strategies?
Can the performance objectives be achieved?
Will it meet the perceived needs of the target market?
Can the new concept be delivered?
What resources are required?
How will the changes be brought about?
What changes are required to processes, employees, customer management and infrastructure?
By when have the targets to be achieved?
What are the targets?
What are the measures of performance associated with each objective?
What are the priorities for change?
What are the order winners and qualifi ers?
Can it be delivered by the operation?
How will it be communicated to customers and providers?
Can it be understood by customers and providers?
Is it appropriate for that market?
Is it aimed at a particular market?
What is the concept?
What might be the reaction of other providers to a change in strategy?
What are the strengths, weaknesses, opportunities and threats?
How well are these needs being served – by this organisation, by other organisations?
What are the needs and expectations of customers in this market?
Is the strategy appropriate for them?
What are the characteristics of the market or market segment?
What are the contingencies?
What methods for review are in place?
What is the timeframe?
What investment is required?
Are they achievable?
What are the objectives?
How can a strategy be sustained?
How can strategy be formulated and developed?
How can managers turn performance objectives into operations priorities?
How can service provide a competitive advantage?
What is a service strategy?
2 What advice would you give to Khalid Ahmed?
1 What is the purpose of benchmarking?
3 What would be the advantages and disadvantages of you entering an award scheme?
2 Can you identify best practice within your organisation and how could it be shared? And what would be the implications?
1 Select one of your processes. What might be the benefi ts of benchmarking this process and with whom could you compare your performance? How would this lead to the benefi ts identified?
3 Obtain information on one of the quality award schemes and assess how effective you think it is.
2 What are the downsides of benchmarking?
1 Select a process you are involved in, such as being taught, cooking, cleaning etc. What might be the benefi ts of benchmarking this process and with whom could you compare your performance? How would this lead to the benefi ts identifi ed?
How can quality awards and academic studies help with benchmarking?
How do organisations go about benchmarking?
What are the different types of benchmarking?
How can benchmarking help organisations improve their performance?
What is benchmarking?
1 How would you respond to this letter?
8 Why do you only do what appears to be the minimum possible to deal with an aggrieved customer?
7 Why do you wait till the customer is so fed up and has to ask you to sort something out? I have now made fi ve telephone calls and written this one letter. I have not yet received any call or correspondence from your organisation. I can only conclude that you just don’t care.
6 Why did I not receive the material?
5 Why did James not ring me a few days later, on the 27th for example, to check that I had received the material he promised and that everything was now all right?
4 Why could James order a replacement on the 25th but the initial operator could not do so on the 17th?Did I need to contact the bank or not?
3 Why did the operator not ring/email/text me in the evening to tell me about the problem with the debit card or to confi rm that all the instructions had been carried out? I would have very much appreciated this reassurance.
2 Why did the operator not tell me that the cash in my wallet was also covered by your scheme and volunteer to send me a claim form?
1 Why did the operator not tell me that my debit card would not be replaced unless I contacted my bank?
3 What would be the impact of offering a guarantee on the service that you personally provide?
2 Evaluate your recovery processes. How could they be improved?
1 How good is your organisation at capturing information about problems and learning from them.
3 Select a guarantee provided by a service organisation. Discuss its strengths and weaknesses.
2 Explain why some organisations’ complaint processes, though intent on satisfying customers, tend to lead to dissatisfaction.
1 Think of the last time something went wrong in a service encounter and you complained.Evaluate how well it was handled and whether you think the organisation learned from the problem.
Employee recovery requires supervisors or managers to ‘recover’ them when faced with problem situations.
Process recovery involves investigation of the problem, data collection and analysis, root cause identifi cation, consideration of alternatives and process change.
Customer recovery involves dealing with the customer, solving the problem for the customer, and dealing with, and learning from, the problem within the organisation.
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