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business
hotel operations management

Questions and Answers of Hotel Operations Management

=+6 Identify your favourite sporting team (or if you are not a sporting person, choose any team you have heard of). What kind of projects do you think they need to manage? For example, merchandising,
=+ (d) Looking back, how could you have managed the project better?
=+ (c) Were there any resource constraints?
=+ (b) What was the overall project objective (especially in terms of the relative importance of cost, quality and time)?
=+ (a) Who were the stakeholders in this project?
=+ 5 Identify a project of which you have been part (for example, moving apartments, a holiday, dramatic production, revision for an examination, etc.).
=+ 4 In the previous problem, if the whole project launch operation is to be completed as rapidly as possible, what activities must be completed by the end of week 16?
=+ 3 In the problem above, if the sales manager cannot be hired for 3 weeks, how will that affect the total project?
=+ (c) How long could one delay selecting the advertising agency?
=+ (b) If the company hire trained salespeople who do not need further training, could the product be introduced 7 weeks earlier?
=+ (a) What is the earliest time that the new product can be introduced to the market?
=+ 2 A business is launching a new product. The launch will require a number of related activities as follows – hire a sales manager (5 weeks), require the sales manager to recruit salespeople (4
=+1 The activities, their durations and precedences for designing, writing and installing a bespoke computer database are shown in Table 19.7 . Draw a gantt chart and a network diagram for the
=+ 3 What can the team do about these dangers and difficulties?
=+ 2 What are the major dangers and difficulties that will be faced by the development team as it manages the projects towards its completion?
=+1 Who do you think should manage the Laz-skan development project?
=+● If you do not think you will be able to win them around, how will you manage their opposition?
=+● If they are not likely to be positive, what will win them around to support the project?
=+● Who influences their opinions? Do some of these influencers therefore become important stakeholders in their own right?
=+● What is their current opinion of the project?
=+● What is the best way of communicating with them?
=+● What information do they need?
=+● What motivates them most of all?
=+● What financial or emotional interest do they have in the outcome of the project? Is it positive or negative?
=+❯ How are projects controlled?
=+ 6 review your own (and your friends’) approach to protecting against malicious data theft.What is the biggest risk that you/they face?
=+What could it do to improve its failure detection processes?
=+ 5 in terms of its effectiveness at managing the learning process, how does a university detect failures?
=+ 4 For the product-testing example in Problem 2, what is the mean time between failures (MTBF)for the products?
=+ 3 an automatic testing process takes samples of ore from mining companies and subjects them to four sequential tests. The reliability of the four different test machines that perform the tasks is
=+ 2 ‘ We have a test bank where we test batches of 100 of our products continuously for 7 days and nights. This week only 3 failed, the first after 10 hours, the second after 72 hours, and the
=+1 conduct a survey amongst colleagues, friends and acquaintances of how they cope with the possibility that their computers might ‘fail’, either in terms of ceasing to operate effectively, or
=+ 2 What control problems did SIS encounter in implementing this strategy (pre and post investigation)?
=+ 8 Many organizations check up on their own level of quality by using ‘mystery shoppers’. This involves an employee of the company acting out the role of a customer and recording how the
=+(c) How could each of these quality characteristics be measured?
=+(b) How could each of these quality characteristics be specified?
=+(a) Identify the important quality characteristics for these two products.
=+ 7 Find two products, one a manufactured food item (for example, a pack of breakfast cereals, packet of biscuits, etc.) and the other a domestic electrical item (for example, electric toaster,
=+ 6 A utility has a department which does nothing but change the addresses of customers on the company’s information systems when customers move house. The process is deemed to be in control at
=+ 5 A vaccine production company has invested in an automatic tester to monitor the impurity levels in its vaccines. Previously all testing was done by hand on a sample of batches of serum.
=+ 4 In the above call centre, if the mean call length changes to 3.2 minutes and the standard deviation to 0.9 minutes, how does this affect the Cp and Cpk ? Do you think this is an appropriate way
=+ 3 A call centre for a bank answers customers’ queries about their loan arrangements. All calls are automatically timed by the call centre’s information system and the mean and standard
=+ 2 What could be done to minimize the chances of the kind of errors described in the ‘Operations in practice’ case on ‘fat finger syndrome’?
=+Reread the ‘Operations in practice’ case towards the beginning of the chapter that describes TNT, Victorinox and the Four Seasons Hotel. For each organization:(a) describe how quality is
=+ 3 SPC is an operational-level technique of ensuring quality conformance. How many of the benefits of bringing the plant under control would you class as strategic?
=+how the plant survived because of its adoption of quality-based principles?
=+1 What are the most significant events in the story of
=+What is implied by the progression of the company’s three initiatives from ‘total customer satisfaction’ to ‘total customer delight’ to ‘bridging the gap’?
=+ 4 Ruggo Carpets encourages continuous improvement based around the ‘drive for customer focus’. The company’s total quality process has graduated from ‘total customer satisfaction’
=+ 3 Think back to the last product or service failure that caused you some degree of inconvenience. Draw a cause–effect diagram that identifies all the main causes of why the failure could have
=+(b) What is your opinion of the alleged abuse of the ‘no-questions-asked’ returns policy adopted by Printospeed?
=+(a) Draw a cause–effect diagram that includes both the possible causes mentioned, and any other possible causes that you think worth investigating.
=+‘no-questions-asked’ returns policy. Empty toner cartridges were being sent to unauthorized refilling companies who would sell the refilled cartridges at reduced prices. Some cartridges were
=+The Printospeed laser printer company was proud of its reputation for high-quality products and services. Because of this it was especially concerned with the problems that it was having with its
=+ (b) How much time per (five-day) week should she expect to be saved from having to listen to a babbling halfwit?Table 16.2 Sophie’s journey times (in minutes)Day Leaving time Journey time Day
=+ (a) Draw a scatter diagram that will help Sophie decide on the best time to leave her apartment.
=+Sophie deliberately varied her time of departure from her usual 8.30. Also, being an organized soul, she recorded her time of departure each day and her journey time. Her records are shown in
=+Sophie was sick of her daily commute. ‘Why’, she thought, ‘should I have to spend so much time in a morning stuck in traffic listening to some babbling halfwit on the radio? We can work
=+ 4 What could be the biggest challenges to the NLB’s improvement activities in the future?
=+ 3 Why, do you think, has the improvement process become more systematic over the years?
=+ 2 Where did the ideas for improvement originate? And how did the NLB encourage improvement ideas?
=+1 How would the culture of the NLB have changed in order for it to make such improvements?
=+Consider how set-up reduction principles can be used on the following:(a) Changing a tyre at the side of the road (following a puncture).(b) Cleaning out an aircraft and preparing it for the next
=+ 5 revisit the ‘operations in practice’ case in the chapter (and any other source of information about the toyota production system) and (a) list all the different techniques and practices
=+ 3 in the problem above, the operations manager in charge of the process reallocates the work at each stage to improve the ‘balance’ of the process. now each stage has an average of 64 minutes
=+ (b) What is the throughput efficiency of the process?
=+ 2 a simple process has four stages:a, B, C and D. the average amount of work needed to process items passing through these stages is as follows: stage a = 68 minutes, stage B = 55 minutes, stage C
=+What do you think they might be?
=+ 4 Denize cannot see the benefits of Fredrik’s proposal.
=+Why do you think this might be?
=+ 3 on the St Bridget’s website there are several references to its ‘Quality care’ programme, but none to its lean initiatives, even though lean is regarded as important by most clinicians and
=+❯ how does lean compare with other approaches?
=+❯ What is lean?
=+ (b) if erP is already in use, what advantages and disadvantages are already apparent to the staff (for example, ask a lecturer, an administrator and a support services manager, such as someone who
=+ (a) if erP is not already in use at your chosen organization, should it be introduced, and if so why? What would the difficulties be in doing this, and how could they be overcome?
=+ 4 (Advanced) Working in a small study group, construct a model of the information systems that you think would be needed to plan and control the most important day-to-day operations and finances
=+ 3 using a cookery book, choose three similar, fairly complex, recipe items such as layered and decorated gateaux (cakes) or desserts. For each, construct the indented bill of materials and
=+ (b) develop a master production schedule for all the products.
=+ 2 the mango peeler described above was a huge success. demand is now level at 800 items per week. you now have also developed two further products, a melon baller and a passion fruit pulper. Both
=+ (c) develop a schedule indicating when and how many of each component should be ordered (your scheduler tells you that the economic order quantity, eoQ, for all parts is 2,500).
=+your company has developed a simple, but amazingly effective mango peeler. it is constructed from a blade and a supergrip handle that has a top piece and a bottom piece. the assembled mango peeler
=+Exercise 6 How might production in our business be smoothed?
=+What are the implications of our action?
=+Exercise 5 If we decided that our first task was to reduce inventory costs by 15 per cent, what action would we recommend?
=+Exercise 4 Over the time period of the exercise, what effect would the imposition of a safety lead time have on average inventory value?
=+Based on the first two exercises, create another set of MRP records, this time allowing one week’s safety lead time for each item: that is, ensuring the items are in stock the week prior to when
=+(c) What alternatives are there that the company could take to solve any problems? What are their relative merits?
=+(b) List any problems that the completed MRP records identify.
=+Do you think he should now fully understand MRP?
=+2 Perform all the exercises which Peter set for himself.
=+Estimate the annual usage value and average inventory level (or value) and space occupied by 20 representative items of food used within your household, or that of your family. Using Pareto
=+2 Jollyfrighteningmasks.com is an Internet supplier of uncannily realistic masks. One of its most profitable lines is the ‘Zombie’. Demand for this product is 15,000 per year, the cost of
=+ 6 What recommendations would you give to the company?
=+ 5 calculate the EoQs for the a-items.
=+ 4 based on the sample, analyse the underlying causes of the availability problem described in the text.
=+ 2 calculate the inventory weeks for each item, for each classification and for all the items in total. does this suggest that the Head of operations’ estimate of inventory weeks is correct?
=+❯ When to place an order? the timing decision
=+❯ How much to order? the volume decision
=+❯ What is inventory?
=+● What are the operations capabilities they need to carry out these promises successfully?

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