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service management operations strategy
Service Management Operations Strategy Information Technology 5th Edition James A Fitzsimmons - Solutions
6.6. Several complaints recently have been sent to the Gotham City police department regarding the increasing incidence of congestion on the city’s streets. The complaints attribute the cause of these traffic tie-ups to a lack of synchronization of the traffic lights. The lights are controlled by
6.3 now average only two address errors per 100 parcels sorted. Prepare a p -chart for experienced sorting operators.
6.5. After becoming familiar with their jobs, the sorting machine operators of Example
b. After the control chart was established, a sample of six service personnel was observed, and the following customer service times in seconds were recorded:180, 125, 110, 98, 156, and 190. Is corrective action called for?
9 out of 20 departures late) would action be taken to investigate the abnormal occurrence for cause.Chapter 6 Service Quality 143
a. Determine the upper and lower control limits for an X -chart and an R -chart with a sample size of 6.for the week would be calculated, and only if this is found to be less than 47 percent (or
A sample of six service people was selected, and the customer service they provided was observed four times. The activities that the service people were performing were identified, and the time to service one customer was recorded as noted below:Service Time, Sec.Service Person Sample 1 Sample 2
6.4. The management of the Diners Delight franchised restaurant chain is in the process of establishing quality-control charts for the time that its service people give to each customer. Management thinks the length of time that each customer is given should remain within certain limits to enhance
b. After the control chart was established, a sample of four observations had the following times in seconds: 185, 150, 192, and 178. Is corrective action needed?
a. Determine the upper and lower control limits for an X -chart and an R -chart with a sample size of four.
6.3. The time to make beds at a motel should fall into an agreed-on range of times. A sample of four maids was selected, and the time needed to make a bed was observed on three different occasions:Service Time, Sec.Maid Sample 1 Sample 2 Sample 3 Ann 120 90 150 Linda 130 110 140 Marie 200 180 175
6.2. In Example 6.2, the ambulance supervisor now has decided to double the response time sample size to 8 calls per day. Calculate the new UCL and LCL for a revised X -chart. For the next week, you record the following sample of daily mean response times: 5.2, 6.4, 6.2, 5.8, 5.7, 6.3, and 5.6.
6.1. In Example 6.1, Village Volvo wants to test the results of the QFD exercise for sensitivity to changes in the relative importance of customer expectations. Recalculate the weighted scores for the QFD exercise when customer expectations are given equal relative importance (e.g., five). Has this
5. How can recovery from a service failure be a blessing in disguise?
4. Why do service firms hesitate to offer a service guarantee?
3. Illustrate the four components in the cost of quality for a service of your choice.
2. Why is measuring service quality so difficult?
1. How do the five dimensions of service quality differ from those of product quality?
4. Emphasis is placed on the customer’s evaluation of each stage of the service delivery process and his/her overall impression of the organization’s performance.
4. Primary emphasis is placed on assessing the determinants of the customer’s overall impression of the service.
3. Often performed by marketing personnel. 3. Usually conducted by operations personnel.
2. A comprehensive audit of the customer’s total service experience of all five dimensions of the service package (i.e., supporting facility, facilitating goods, information, explicit service, implicit service).
2. Management, with some customer input, designs/structures the survey around common service dimensions (e.g., availability, timeliness, responsiveness, convenience).
1. Questionnaire is completed by customers during or immediately after receiving service.
5. Repeat for continuous quality improvement. 5. Repeat for ongoing improvement.Features 1. Survey may be completed by customers at any time after receiving service.
4. Determine deficiencies and implement improvements.
4. Determine areas needing improvements and implement change designed to correct deficiencies.
3. Summarize and analyze survey results with emphasis on low rating relative to benchmark firms and gaps between management and customers.
3. Summarize and analyze questionnaire results with emphasis on low ratings and changes relative to prior survey administrations.
2. Design, test, and administer questionnaire to a sample of customers, management personnel, and/or customers at benchmark organizations.
2. Design, test, and administer questionnaire to a sample of customers.
1. Flowchart the service delivery process from the customer’s perspective.
1. Identify important customer service requirements or quality dimensions.
Explain what service recovery is and why it’s important.
Perform a walk-through audit (WtA).
Discuss the concept of service recovery.
Describe the features of an unconditional service guarantee and its managerial benefits.
Construct a statistical process control chart for a service operation.
Construct a “house of quality” as part of a quality function deployment project.
Illustrate how poka-yoke methods are applied to quality design in services.
Use the service quality gap model to diagnose quality problems.
Describe and illustrate the five dimensions of service quality.
Partner with a well known convenience store chain
Economy of using centralized distribution centers
Easy to implement a secure, reliable, low-cost payment system
New source of revenue from payment commissions
Increased number of customers and frequency of visits
Diversification of products offered without holding inventory
Multiple payment methods, including cash
Convenient payment method any time, any day
Easy order pick-up
Free access to the Internet from the store online terminal
2. How would you deal with noninteger results?
1. For the forecast period (ie., July-December), determine the number of new trainees who must be hired at the beginning of each month so that total personnel costs for the flight-attendant staff and training program are minimized. Formulate the problem as an LP model and solve.
4. What additional suggestions could you make to the manager of operations to minimize the workforce re- quirements level and days-off scheduling difficulty?
3. Do you feel this would result in a larger or smaller degree of difficulty in meeting the four general constraints? Why?
2. On the basis of your primary analysis, discuss the poten- tial implications for workforce requirements and days-off scheduling if assumptions a and b above are relaxed so that the analysis can be based on hourly demand with- out the constraints of a preset number of shifts and no overlapping of
1. Assume that you are the assistant to the manager for op- erations at the FAA. Use the techniques of workshift scheduling to analyze the total workforce requirements and days-off schedule. For the primary analysis, you may assume that:a. Operator requirements will be based on a shift profile of
12.9. Town and Country has experienced a substantial increase in business volume be- cause of recent fare wars between the major air carriers. Town and Country op- erates a single office at a major international airport, with a fleet of 60 compact and 30 midsize cars. Recent developments have
12.8. Reconsider Example 12.3 (Blackjack Airline). After initial success with the Los Angeles-to-Las Vegas route, Blackjack Airline's demand for full-fare tickets has increased to an average of 75, with the standard deviation re- maining at 15. This early experience has allowed Blackjack to make a
12.7. The sheriff has been asked by the county commissioners to increase weekend pa- trols in the lake region during the summer months. The sheriff has proposed the following weekly schedule, shifting deputies from weekday assignments to weekends: Day Sun. Mon. Tues. Wed. Thurs. Fri. Sat.
12.6. Reconsider Example 12.2 (Hospital Emergency Room) to determine if addi- tional nurses will be required to staff the revised daily shift requirements shown below: Day Sun. Mon. Tues. Wed. Thurs. Fri, Sat. Nurses 3 6 5 6 6 6 S Develop a weekly workshift schedule providing 2 consecutive days off
12.5. An airline serving Denver's International Airport and Steamboat Springs, Col- orado, is considering overbooking its flights to avoid flying with empty seats. For example, the ticket agent is thinking of taking seven reservations for an air- plane that has only six seats. During the past
12.4. Crazy Joe operates a canoe rental service on the Guadalupe River. He currently leases 15 canoes from a dealer in a nearby city at a cost of $10 per day. On week- ends, when the water is high, he picks up the canoes and drives to a launching point on the river, where he rents canoes to
12.3. A commuter airline overbooks all its flights by one passenger (i.e., the ticket agent will take seven reservations for an airplane that only has six seats). The no- show experience for the past 20 days is shown below: No-shows 01 2 3 4 Frequency 6 5 4 3 2 Using the critical fractile P(d?
12.2. Reconsider Example 12.1 (Surfside Hotel), because rising costs now have re- sulted in a $100 opportunity loss from a no-show. Assume that the no-show ex- perience has not significantly changed and that the resulting loss when a guest is overbooked still is $100. Should Surfside revise its
12.1. An outpatient clinic has kept a record of walk-in patients during the past year. The table below shows the expected number of walk-ins by day of the week: Day Walk-ins Mon. Tues. Wed. Thurs. Fri. 50 30 40 35 40 The clinic has a staff of five physicians, and each can examine 15 patients a day
6. What possible negative effects can yield management have on customer relations?
5. Will the widespread use of yield management eventually erode the concept of fixed prices for any service?
4. What possible dangers are associated with developing complementary services?
3. Illustrate how a particular service has implemented successful strategies for managing both demand and capacity.
2. How can computer-based reservation systems increase service capacity utilization?
1. What organizational problems can arise from the use of part-time employees?
5. Use yield management to establish the inventory level of a perishable resource to reserve for customers who are willing to pay a premium.
4. Prepare a work schedule for part-time employees.
3. Use a linear programming model to prepare a weekly workshift schedule with two consecutive days off for each employee.
2. Determine the overbooking strategy for a service that minimizes expected loss.
1. Describe the strategies for matching capacity and demand for services.
11.10. Prepare a spreadsheet model for the ferry passenger data in Table 11.7, and re- calculate the forecasts using an a of 0.3, a of 0.1, and a y of 0.2. Has this change in the smoothing constants improved the MAD?
11.9. Prepare a spreadsheet model for the ferry passenger data in Table 11.6, and re- calculate the forecasts using an a of 0.3 and a y of 0.2. Has this change in the smoothing constants improved the MAD?
11.8. Prepare a spreadsheet model for the commuter airline's weekly load factor data in Table 11.5, and recalculate the forecasts using an a of 0.2 and a of 0.2. Have you improved on the original MAD?
11.7. Prepare a spreadsheet model for the Saturday hotel occupancy data in Table 11.4, and recalculate the forecasts using an a of 0.3. What is the new MAD?
11.6. For the data in exercise 11.4, use an a of 0.1 and a of 0.2 to make a forecast for July and August. Calculate the MAD for your January through June fore- casts.
11.5. For the data in exercise 11.4, use an a of 0.1 to make a forecast for July.
11.4. The demand for a certain drug in a hospital has been increasing. For the past six months, the following demand has been observed: Month January February March April May June Demand, Units 15 18 22 23 27 26 NNNN. Use a three-month moving average to make a forecast for July.
11.3. For the data in exercise 11.2, update the fast-food restaurant forecast if a trend value of 1.4 was calculated for the previous week. Use a of 0.3 to update the trend for this week, and determine the forecast for next Wednesday using expo- nential smoothing with trend adjustment.
11.2. During the noon hour this past Wednesday at a fast-food restaurant, 72 hamburg- ers were sold. The smoothed value calculated the week before was 67. Update the forecast for next Wednesday using simple exponential smoothing and an a of 0.1.
11.1. In September 2004, there were 1,035 checking-account customers at a neigh- borhood bank. The forecast for September, which was made in August, was for 1,065 checking-account customers. Use an a of 0.1 to update the forecast for October.
6. What changes ina, , and y would you recommend to improve the performance of the trendline seasonal adjustment forecast shown in Figure 11.4?
5. Why is the N-period moving-average model still in common use if the simple ex- ponential smoothing model has superior qualities?
4. Suggest a number of independent variables for a regression model to predict the potential sales volume of a given location for a retail store (e.g., a video rental store).
3. The number of customers at a bank likely will vary by the hour of the day and by the day of the month. What are the implications of this for choosing a forecasting model?
2. For each of the three forecasting methods (i.e., time series, causal, and subjective), what costs are associated with the development and use of the forecast model? What costs are associated with forecast error?
1. What characteristics of service organizations make forecast accuracy important?
4. Conduct time series forecasting using the exponential smoothing model with trend and seasonal adjustments.
3. Describe the features of exponential smoothing that make it an attractive model for time series forecasting.
2. Conduct a Delphi forecasting exercise.
1. Recommend the appropriate forecasting model for a given situation.
3. Briefly assess the potential problems you see in applying critical path analysis to the sketch plan for moving Whit- tier County Hospital.
2. The board of directors has said that it would like to try to move on a Sunday to minimize interference with week- day traffic. If there are Sundays that fall 46, 53, 60, 67, and 74 days from now, determine the probability (using a normal distribution) of reaching basic operational sta- tus at
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