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hotel operations management

Questions and Answers of Hotel Operations Management

=+● What do you think are the market promises that these companies make to their clients and potential clients?
=+ 5 Visit the websites of some distribution and logistics companies. For example, you might start with some of the following: www.eddiestobart.co.uk, www.norbert-dentressangle.com, www.accenture.com
=+4The example of the bullwhip effect shown in Table 12.2 shows how a simple 5 per cent reduction in demand at the end of the supply chain causes fluctuations that increase in severity the further
=+ 3 Visit a c2c (consumer-to-consumer) auction site (for example, eBay) and analyse the function of the site in terms of the way it facilitates transactions. What does such a site have to get right
=+ 2 Visit three shops that are local to you and ask the owners how they select their suppliers. in
=+1 compare and contrast the approaches taken by h&m, Benetton and Zara to managing their supply networks.
=+ Discuss whether it is worth trying to increase the OEE of these facilities and, if it is, how you would go about it
=+ Calculate the overall equipment efficiency (OEE) of the following facilities by investigating their use:(a) A lecture theatre(b) A cinema(c) A coffee machine.
=+ Consider how airlines cope with balancing capacity and demand. In particular, consider the role of yield management. Do this by visiting the website of a low-cost airline, and for a number of
=+ Look again at the principles that govern customers’ perceptions of the queuing experience.For the following operations, apply the principles to minimize the perceived negative effects of
=+ In the problem above, if a new computer system is installed that allows experienced staff to increase their work rate to 20 applications per day, and untrained staff to 15 applications per day,
=+a local government office issues hunting licences. Demand for these licences is relatively slow in the first part of the year but then increases after the middle of the year before slowing down
=+❯ How can operations understand the consequences of their capacity decisions?
=+❯ what are the ways of coping with mismatches between demand and capacity?
=+❯ How should the operation’s base capacity be set?
=+(b) How could your own medical practice be improved?
=+(a) What do you think planning and control objectives are for a GP’s surgery?
=+ 6 From your own experience of making appointments at your GP’s surgery, or by visiting whoever provides you with primary medical care, reflect on how patients are scheduled to see a doctor or
=+ 4 For the problem above, what is the loading on Marie, Willy and Silvie? If all the jobs have to be finished within two days, how much extra time must each of them work?
=+ 2 A specialist sandwich retailer must order sandwiches at least eight hours before they are delivered. When they arrive in the shop, they are immediately displayed in a temperaturecontrolled
=+Reread the ‘Operations in practice’ case on automobile service scheduling at the beginning of the chapter and also the case on Air France. What are the differences and what are the similarities
=+ 2 What would you suggest that subText do to tighten up its planning and control procedures?
=+ how could the company avoid making the same mistakes again?
=+1 What went wrong with the fifty-three slash F job
=+(d) How would you ensure motivation and commitment among the staff who do this job?
=+(c) What opportunities exist for job enrichment in this activity?
=+ 5 Visit a supermarket and observe the people who staff the checkouts.(a) What kind of skills do people who do this job need to have?(b) How many customers per hour are they capable of
=+Step 3 – The fame of your sandwiches had spread. You now decide to start a business making several different types of sandwich in high volume. Design the jobs of the two or three people who will
=+ 3 Step 1 – Make a sandwich. Any type of sandwich, preferably one that you enjoy, and document the tasks you have to perform in order to complete the job. Make sure you include all the
=+ 2 In the problem above, one of the maids in the west wing wants to job-share with her partner, each working three hours per day. Her colleagues have agreed to support her and will guarantee to
=+ 4 What do you think each team leader should be doing to try and overcome their teams' problems?
=+ 3 How would you describe each team’s process in terms of jobs of its staff?
=+ 2 What are the individual ‘services’ offered by each of the three teams?
=+1 What are the problems amongt the staff of each of the three teams?
=+❯ how can the operations function be organized?
=+4 onwards. If the realistic discount rate for the bank is 6 per cent, calculate the net present value of the investment over a five-year period.
=+ 5 A new optical reader for scanning documents is being considered by a retail bank. The new system has a fixed cost of €30,000 per year and a variable cost of €2.5 per batch. The cost of the
=+ 4 In the problem above, the local government’s finance officers have realized that their discount rate has been historically too low. They now believe that the discount rate should be doubled.
=+ 2 A new machine requires an investment of €500,000 and will generate profits of €100,000 for 10 years. Will the investment have a positive net present value assuming that a realistic interest
=+ 3 What would you recommend the company should do?
=+Evaluate both technologies using these criteria.
=+ 2 Remind yourself of the distinction between feasibility, acceptability and vulnerability discussed in Chapter 4 .
=+● Does the technology give an acceptable financial return?
=+● How does the technology improve the operation’s performance?
=+● Does the technology fit the processing task for which it is intended?
=+ 5 Visit a supermarket and observe people’s behaviour. You may wish to try and observe which areas they move slowly past and which areas they seem to move past without paying attention to the
=+ 3 The flow of materials through eight departments is shown in Table 7.2 .Assuming that the direction of the flow of materials is not important, construct a relationship chart, a schematic layout
=+ 2 Visit and observe the flow of people in your library. Talk with the librarian (if you can)and make a list of the most important criteria that could be used if the library were to be redesigned.
=+Reread the ‘Operations in practice’ case at the start of the chapter that describes the Volkswagen and Google operations. What do you think the main objectives of each layout were?
=+2 Sketch out a layout for an event centre that would work better than the existing one.
=+1 What should an ideal design of an event centre be able to do?
=+● How should the stages be arranged (‘long thin’ layout to ‘short fat layout’)?
=+● How should the layout be balanced (bottlenecks reduced)?
=+● How should the task-time variation be dealt with?
=+● How many stages are needed?
=+● What cycle time is needed?
=+❯ how does the appearance of an operation affect its performance?
=+❯ What is layout and how can it influence performance?
=+ 5 Reread the Shouldice Hospital example. How different would the operations issues be at an accident and emergency department?
=+ (d) Using Little’s law, how long would the queue have to be before you think it would be not worth joining the queue?
=+ (c) What appear to be the key design principles that govern the effectiveness of this process?
=+ (b) How would you measure the efficiency of the process?
=+ (a) Where are the bottlenecks in the service (in other words, what seems to take the longest time)?
=+ 4 Visit a drive-through, quick-service restaurant and observe the operation for half an hour.You will probably need a stopwatch to collect the relevant timing information. Consider the following
=+ (c) The passport office has a ‘clear desk’ policy that means that all desks must be clear of work by the end of the day. How many applications should be loaded onto the process in the morning
=+ (b) If the total work content of all the activities that make up the total task of checking, processing and issuing a passport is, on average, 30 minutes, how many people will be needed to meet
=+ (a) What is the required cycle time for the process?
=+ 3 The regional government office that deals with passport applications is designing a process that will check applications and issue the documents. The number of applications to be processed is
=+Read again the description of fast food drive-through processes in the chapter. (a) Draw a process map that reflects the types of process described. (b) What advantage do you think is given to
=+ 5 How could universities adopt the practice of outsourcing more?
=+ 4 Do the same thing for the music business, from the days when record labels controlled the business to the availability of streaming services.
=+ 3 Revisit the ‘operations in practice’ example of the Hollywood movie business. Draw diagrams of the supply network for the industry (a) back in the days of studio power, and (b) the way the
=+(b) Would a revised lease that stipulated a fixed cost of €3,000 per week and a variable cost of€0.20 per patient be a better deal?
=+ 2 A private healthcare clinic has been offered a leasing deal where it could lease a CAT scanner at a fixed charge of €2,000 per month and a charge per patient of €6 per patient scanned.The
=+ 3 What were the advantages and disadvantages of each location option open to Phanchem, and why do you think it eventually chose to co-locate with AE?
=+3 Where should each part of the network be located (the location decision)?
=+2 What physical capacity should each part of the network have (the long-term capacity decision)?
=+1 How should the network be configured?
=+❯ How do operations decide what to do in-house and what to outsource?
=+❯ How vertically integrated should an operation’s network be?
=+❯ How much capacity should operations plan to have?
=+❯ What configuration should a supply network have?
=+❯ What do we mean by the‘structure’ and ‘scope’ of operations’ supply networks?
=+ (c) Why do you think IDEO is so willing to tell everyone how to go about the design innovation process? Isn’t that giving away the firm’s expertise for free?
=+ (b) Assess its approach to design innovation. What does the firm believe are the most important aspects of successful new product and service development?
=+ 5 Some firms specialize in helping clients to innovate and design their products and services.One of the best known of these is IDEO ( ideo.com ). Look at the website and:(a) Identify the stages
=+ 4 One product where a very wide range of product types is valued by customers is that of domestic paint. Most people like to express their creativity in the choice of paints and other home
=+ 3 How can the concept of modularization be applied to package holidays sold through an online travel agent?
=+ 2 A company is developing a new app that will allow customers to track the progress of their orders. The website developers charge €10,000 for every development week and it is estimated that
=+How would you go about evaluating the design of this book?
=+What would be the consequences of everything going wrong?(This is called the ‘downside risk’ of an option.)
=+● Being pessimistic, what could go wrong if we adopt the option?
=+● Do we understand the full consequences of adopting the option?
=+● The vulnerability of each design option – do we want to take the risk? That is:
=+● Does the option give a satisfactory financial return?
=+● Will our customers want it?
=+● Does the option satisfy the performance criteria which the design is trying to achieve?(These will differ for different designs.)
=+● The acceptability of the design option – do we want to do it?
=+● Do we have the financial resources to cope with this option?
=+● Do we have the organizational capacity (quantity of resources)?

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