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business
hotel operations management

Questions and Answers of Hotel Operations Management

=+● Do we have the skills (quality of resources)?
=+● The feasibility of the design option – can we do it?
=+(c) What advice would you give to the club?
=+(b) Chart the five performance objectives to show the differing expectations of club members and casual flyers and compare these with the actual service delivered.
=+(a) Evaluate the service to club members and casual flyers by completing a table similar to Table 3.1.
=+while they wait their turn to fly. Casual flyers might have to stand and wait for some time until a club member has time to find out what they want. Even when a flight has been pre-booked casual
=+ 6 (Advanced) A gliding club has a current membership of over 100 pilots, many of whom have their own gliders. In addition the club has a fleet of six gliders available to its members. The club
=+ 5 Search the Internet site of Intel, the best-known microchip manufacturer, and identify what appear to be its main structural and infrastructural decisions in its operations strategy.
=+ 4 What do you think are the qualifying or order-winning factors for Pret A Manger described in Chapter 1 ?
=+ 3 What do you think are the qualifying and order-winning factors for (a) a top of the range Ferrari, and (b) a Renault Clio?
=+ 2 Compare the operations strategies of a low-cost airline, such as Ryanair, and a full-service airline such as British Airways or KLM.
=+Explain how the four perspectives of operations strategy would apply to SSTL (see the ‘Operations in action’ case at the start of this chapter).
=+ 3 What are the most important structural and infrastructural decisions in McDonald’s operations strategy, and how do they influence its main performance objectives?
=+How should performance be measured?
=+How should the operation allocate resources?
=+What skills should be developed in the operation’s sta?
=+What should be the capacity of each site?
=+ should the operation be using?
=+What types of process technology
=+Where should sites be located?
=+How many sites should we have?
=+How many suppliers should we have?
=+what should be outsourced?
=+What activities should be done internally, and
=+Which products or services should be developed?
=+How should the improvement process be managed?
=+How should it develop supplier relationships?
=+How should the operation adjust its activity levels in response to demand?
=+How should demand be forecast and monitored?
=+What skills should be developed in the operation’s sta?
=+How should the operations function be organized?
=+❯ How can an operations strategy be formulated? The process of operations strategy
=+❯ What is the difference between a ‘market requirements’ and‘operations resources’ view of operations strategy?
=+❯ What is the difference between a ‘top-down’ and a ‘bottom-up’view of operations strategy?
=+ 7 Devise a performance measurement scheme for the performance of the course you are following.
=+ 6 Visit the websites of two or three large oil companies such as Exxon, BP, Shell, Total, etc.Examine how they describe their policies towards their customers, suppliers, shareholders, employees
=+identify how quality, speed, dependability and flexibility can help to reduce the cost of producing their services.
=+ 5 Step 1 – Look again at the figures in the chapter which illustrate the meaning of each performance objective for the four operations. Consider the bus company and the supermarket, and in
=+How much extra profit per pizza would be made if 5 minutes was cut from all deliveries?
=+Bongo’s does not charge for 10 per cent of its pizzas a significant problem for the business?
=+ 4 Bongo’s Pizzas have a service guarantee that promises you will not pay for your pizza if it is delivered more than 30 minutes from the order being placed. An investigation shows that 10 per
=+ 3 A publishing company plans to replace its four proofreaders who look for errors in manuscripts with a new scanning machine and one proofreader in case the machine breaks down.Currently the
=+ 2 The health clinic described in the worked example earlier in the chapter has expanded by hiring one extra employee and now has six employees. It has also leased some new health monitoring
=+ What do you think are the external advantages and disadvantages of this to the stakeholders of the operation? What do you think are the internal implications to the new centralized operation
=+The ‘forensic science’ service of a European country has traditionally been organized to provide separate forensic science laboratories for each police force around the country. In order to
=+ 2 The case describes how quality, speed, dependability, flexibility and cost impact the hotel’s external customers. Explain how each of these performance objectives might have internal benefits.
=+1 Describe how you think the hotel’s manager will:(a) make sure that the way he manages the hotel is appropriate to the way it competes for business;(b) implement any change in strategy;(c)
=+● How can we continue to improve and build capabilities (the learning and growth perspective)?
=+● How do our customers see us (the customer perspective)?
=+● What must we excel at (internal process perspective)?
=+● How do we look to our shareholders (financial perspective)?
=+● What detailed measures to use?
=+● Which are the most important performance measures?
=+● What factors to include as performance measures?
=+ 6 (Advanced) Find a copy of a financial newspaper ( Financial Times , Wall Street Journal , The Economist , etc.) and identify one company which is described in the paper that day. Using the list
=+ 5 Visit and observe three restaurants. compare them in terms of the four Vs. think about the impact of volume, variety, variation and visibility on the day-to-day management of each of the
=+ 4 reread the ‘operations in practice’ case on Lego. Lego also lends its name to a chain of Lego-themed amusement parks aimed at younger children and families. although the Lego group has a
=+ 3 Visit a hotel (other than Formule 1) and a sandwich or snack shop (other than pret a manger).observe how each operation appears to work: for example, where customers go, how staff interact with
=+ 2 compare and contrast torchbox and pret a manger in terms of the way that they need to manage their operations.
=+ (c) What would be the advantages and disadvantages if pret a manger introduced ‘central kitchens’ that made the sandwiches for a number of shops in an area?
=+(b) pret a manger also supplies business lunches (of sandwiches and other take-away food). What are the implications for how it manages its processes within the shop?
=+read the ‘operations in practice’ case on pret a manger. identify the processes in a typical pret a manger shop together with their inputs and outputs.
=+3 What would you recommend to the company if it asked you to advise it in improving its operations?
=+❯ What do operations managers do?
=+● What can the operation do to help the organization compete more effectively?
=+● How is this organization trying to compete (or satisfy its strategic objectives if a not-for-profit organization)?
=+b) Why are such visualizations becoming more important?
=+a) Why do you think a realistic picture of a completed project helps the process of project management?
=+4 In the oil industry, project teams are increasingly using virtual reality and visualization models of offshore structures, which allows them to check out not only the original design but any
=+b) How might not involving them damage the project, and how would involving them benefit the project?
=+a) Who do you think would be the main stakeholders for this project?
=+list of stakeholders and set out to win them over with their enthusiasm for the project. They invited local people to attend meetings, explained the vision and took them to look round the site.
=+3 “Funding comes from a variety of sources; to restore the literally irreplaceable buildings we work on. We try to reconcile historical integrity with commercial viability, and rely on the
=+Bespoke computer database activities Activity Duration(weeks)Activities that must be completed before it can start 1 Contract negotiation 1 -2 Discussions with main users 2 1 3 Review of current
=+2 The activities, their durations and precedences for designing, writing and installing a bespoke computer database are shown in the table below. Draw a network diagram (activity-on-node) for the
=+Using the two methods of distinguishing between projects that are described in the chapter (their volume and variety characteristics, and their scale, complexity and degree of uncertainty), compare
=+Revisit the ‘Operations in practice’ example in the chapter describing the type of projects undertaken by Disney Imagineering.
=+ How can projects be controlled?
=+ How can projects be planned?
=+ What is a project’s ‘environment’?
=+b) Why is this important?
=+a) How does this new test change the likelihood of type I and type II errors?
=+4 Understanding type I and type II errors is essential for a surgeon’s quality planning. In appendectomy operations, for example, removal of the appendix is necessary because of the risk of it
=+3 Re-read the ‘Operations in practice box’, ‘Ryanair reforms its view of service quality’. What does this example tell us about the trade-off between service quality and cost?
=+c) What do you think should be done to ensure the business maintains quality levels in the future?
=+b) What do you think are the key quality challenges facing the business?
=+a) How has the business changed over time?
=+2 Re-read the ‘Operations in practice’ box, ‘Quality at Magic Moments’.
=+b) What could one do to minimize human error?
=+a) How do you think that human error causes quality problems?
=+Human error is a significant source of quality problems. Think through the times that you have (with hindsight) made an error, and answer the following questions.
=+Step 4 Discuss the ways in which such an operation might improve its performance and try to discuss your findings with the staff of the operation.
=+Step 3 Draw an importance–performance diagram for one of the operations that indicates the priority they should be giving to improving their performance.
=+b) how each store rates against each other in terms of its performance on these same factors.
=+Step 2 Once you have identified the broad class of operation, visit a number of them and use your experience as customers to identify:
=+4 Step 1 As a group, identify a ‘high-visibility’ operation that you all are familiar with. This could be a type of quick-service restaurant, record store, public transport system, library, etc.
=+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
=+c) What do you think are the benefits and problems of training Black Belts and taking them off their present job to run the improvement projects, rather than the project being run by a member of
=+a) What are the benefits of being able to compare the amount of defects in a human-resources process with those of collection or billing?
=+To get processes operating at less than 3.4 defects-per-millionopportunities means that you must strive to get closer to perfection and it is the customer that defines the goal. Measuring

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