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business
operations management 6th

Questions and Answers of Operations Management 6th

1.2 Why has the implementation of such a card been less successful in other cities? Nearly every one of Hong Kong’s 6.75 million inhabitants carries an Octopus card. The Octopus card is a
1.1 What are the advantages and disadvantages of the Octopus card? Nearly every one of Hong Kong’s 6.75 million inhabitants carries an Octopus card. The Octopus card is a rechargeable smart card
1.discuss the management of technology and information
1.discuss the management of physical and virtual networks
1.describe how networks, technology and information are transforming service
3 Do you agree with Medi-Call’s philosophy on reassurance calls? What do you recommend? Medi-Call provides personal alarm systems to the elderly and infirm. Customers are principally those people
2 What strategies do you recommend that Medi-Call adopts in busy periods? What actions would you need to take to implement them effectively? Medi-Call provides personal alarm systems to the elderly
1 When does Medi-Call’s call centre enter the coping zone? What is the likely impact of this overload on customers and staff? Medi-Call provides personal alarm systems to the elderly and infirm.
5 What are the major causes of capacity leakage? Are they avoidable?
4 What is the impact of the coping zone on your staff and customers? What strategies do you have in place to manage this more effectively?
3 Do you know where the bottlenecks or scarce resources are in your processes?How effectively are they managed?
2 How well is the capacity strategy matched to the financial model of your organisation?Could a significant increase in customer satisfaction be achieved by an increase in relatively inexpensive
1 How important is resource utilisation to the success of your organisation? What interest do senior managers take in this aspect of operations?
1 What are the advantages and disadvantages of this approach for the organisation and the customer? Yield management, the notion of charging higher prices when demand is high and offering discounts
2 Why do you think that it took so long for this to be adopted? Karolinska Hospital faced a crisis as the pressure on operating budgets was rising. This prompted an investigation as to how well
1 What impact do you think that this approach to scheduling would have on the surgeons and operating theatre staff? Karolinska Hospital faced a crisis as the pressure on operating budgets was rising.
2 What are the implications of its choices? Alton Towers is an award-winning theme park in the UK, with over 100 rides and attractions aimed at every member of the family. Alton Towers’ mission is
1 Which capacity strategies are used at Alton Towers? Alton Towers is an award-winning theme park in the UK, with over 100 rides and attractions aimed at every member of the family. Alton Towers’
suggest ways in which operations can improve their resource utilisation
show how operations can deal with capacity peaks – when they enter the‘coping zone’
describe how to manage bottlenecks and queues
explain how operations try to ensure that each customer gets what they want, when they want it – operations planning and control
1.explain how service operations can get the most out of their fixed resources– capacity management
1.1 What would you suggest Davina should do to encourage the staff to exude warmth and spontaneity when their natural instinct is to seek security from procedures and routines? Davina McColl had just
1.6 What actions can you take to build ownership of customers and processes? How effective is your communications strategy in achieving this?
1.5 What style of leadership is appropriate for the individuals/groups you manage?How much discretion do your staff feel you give them?
1.4 What is the impact of stress on service delivery? Is there anything you can do to deal with the causes of this stress in the medium term, and alleviate its impact in the short term?
1.3 Has your organisation realised the full benefit of teamwork? Are the teams progressing towards being self-directed?
1.2 How well are you managing staff in transition? Are they anxious or frustrated?
1.1 Are you aware of the pressures on your staff? What should you do about this?
1.4 From your observation of managers in shops and restaurants, what behaviours assist their staff in dealing more effectively with the pressures they experience, and what actions increase this
1.3 Evaluate and assess your role as a customer in a supermarket, internet-based travel agency and university/college course.
1.2 What are the advantages and disadvantages of using teamwork in student assignments?
1.1 Provide an example of a scripted response. Describe and discuss the advantages and disadvantages in using this script.
1.2 How important is the recognition that First Direct must be a communications company first and a financial services organisation second? First Direct was the first bank in the UK to offer banking
1.1 What are the key aspects of management style or leadership that ensure that customers‘go away happy’ from First Direct? First Direct was the first bank in the UK to offer banking services
1.2 What are the challenges it faces in sustaining the rate of growth experienced so far? The Open Door Church is only a few years old, but is growing rapidly where other, more traditional, faith
1.1 How does the Open Door Church’s approach to leadership differ from that adopted by more traditional organisations? The Open Door Church is only a few years old, but is growing rapidly where
1.2 Why do you think this approach has been successful for First Mortgage Direct? A call centre within the First Mortgage Group was organised into a number of teams. Team leaders had a range of
1.1 Do you think that all the team leaders would be happy with the changes made by Mike Walker? How would you deal with this? A call centre within the First Mortgage Group was organised into a number
1.3 How does the Association try to deal with these pressures? New Islington and Hackney Housing Association is a registered social landlord and a registered charity that owns and manages 6,500
1.2 What effect do you think this has on the staff? New Islington and Hackney Housing Association is a registered social landlord and a registered charity that owns and manages 6,500 properties in
1.1 What are the customer pressures that the staff of the Association face? New Islington and Hackney Housing Association is a registered social landlord and a registered charity that owns and
1.describe how customers can be managed to fulfil their roles and display the ‘right’ behaviour.
1.describe a number of means by which operations managers can manage and motivate their staff
1.2 How would you recommend that CSL develop the required operational capabilities to deliver IT solutions? Computer Services Limited (CSL) was set up in the 1980s to provide a low-cost repair
1.1 Compare and contrast the operational challenges CSL would face in delivering IT solutions as opposed to its traditional business. Computer Services Limited (CSL) was set up in the 1980s to
1.5 How many of your customer-critical processes are in control? Do you have statistical evidence of this fact?
1.4 Carry out a walk-through audit of your service processes, looking at them through the eyes of the customer.
1.3 Is there a mismatch between the current performance requirements of your service processes and the task for which they were designed? Have you identified future requirements before attempting to
1.2 What is the basic culture of your service management approach? Is it capability or commodity based? Are there any people and activities that do not fit with this culture? How well are they
1.1 To what extent are the traditional roles of front office and back office in your organisation changing? Has your management approach changed in line with the new task? What are the implications
1.3 Analyse the servicescape of your favourite restaurant/eating place. What aspects encourage the ‘right’ behaviours in the customers and employees? Are there any aspects of the servicescape
1.2 Undertake a service transaction analysis of a service operation, identifying the critical points for management attention.
1.1 What examples can you give of capability and commodity service operations?What are the operations management challenges of each type?
1.2 Using the volume–variety matrix, plot BT Wholesale pre and post the change to service process lines. What are the management challenges in making this change? BT Wholesale is part of the BT
1.1 What are the process management principles that BT Wholesale is adopting as it attempts to improve service (faster response) and reduce costs? BT Wholesale is part of the BT (British
1.2 What is the impact of increasing volume on the vets? How far has the hospital moved from being a capability service towards commodity? The Ku-Ring-Gai Vet Hospital is situated in Sydney,
1.1 How well do you think the hospital has been able to cope with the increase in volume of transactions? What are the potential disadvantages for customers and how could they be avoided? The
1.2 Given the preferred approach to process design and management in both DWS and its parent, what recommendation would you make regarding the training operation? DWS is part of a large electrical
1.1 How would you assess the performance of the operations managers responsible for both the training operation and the consultancy service?How would this differ from DWS standard operations? DWS is
1.2 What key ingredients of the British Airways servicescape might be translated into smaller organisations? In 1998 British Airways opened its new head office, Waterside. The aim of the new building
1.1 Is this approach suitable for all service organisations? In 1998 British Airways opened its new head office, Waterside. The aim of the new building was not only to reduce the high costs of
1.3 Why is the process for treating a patient with appendicitis so difficult? When an acutely ill patient needs to be treated urgently, the whole healthcare system has to respond in a co-ordinated
1.2 Which do you think are the unnecessary delays and/or steps in the process? When an acutely ill patient needs to be treated urgently, the whole healthcare system has to respond in a co-ordinated
1.1 Map the patient’s journey (see section 6.4.1). When an acutely ill patient needs to be treated urgently, the whole healthcare system has to respond in a co-ordinated manner. For example, if a
1.explain how to reposition service processes.
1.provide some tools to help ‘engineer’service processes
1.understand the nature of service processes
1.define service processes and their importance
1.2 How could a supply chain approach overcome some of the problems? The Regional Forensic Science Laboratory (RFSL)provides a one-stop service to a range of professionals.These professionals include
1.1 Summarise the problems faced by Michael Tay and the other professionals involved in the collection, analysis and use of forensic evidence. The Regional Forensic Science Laboratory (RFSL)provides
1.3 Are you using the potential of e-procurement to manage your supplier base more effectively?
1.2 Could you be more effective in reaching new markets by forming a strategic alliance? What would you require in such a partner?
1.1 Have you reviewed your supplier relationships recently? Are any of these relationships in the ‘Stagnant’ category? If so, what can you do about them?
1.2 How can supply chains be managed more effectively to provide more effective service delivery in order to increase customer satisfaction, while also increasing profitability for all the companies
1.1 Compare the approaches of two organisations in the same service sector, one choosing to operate through intermediaries, the other preferring to deal with end customers directly. What are the
1.2 In extending this approach to more sensitive issues such as drug taking or racial disharmony, what problems could be anticipated in generating the information flows required to build a
1.1 What benefits can be generated from this partnership approach? How would you justify the investment in time, effort and materials required? Police services throughout the UK have undergone a
1.2 What are the costs and benefits for Microsoft in adopting this approach as opposed to developing its own network? Microsoft chooses to sell and provide support for its software through a
1.1 How much resource should Microsoft devote to auditing its partners’ continuing ability to meet its criteria? Microsoft chooses to sell and provide support for its software through a
1.2 Should BSL continue to develop its own inhouse capabilities or increase its own supplier base of ‘associated service providers’? Building Services Limited (BSL) was originally formed to
1.1 What are the challenges for BSL in taking on this new role of ‘one-stop shop’ for its customers’multi-site operations? Building Services Limited (BSL) was originally formed to provide basic
1.2 What advice could you give to Peter Barnard, headteacher of Sharnbrook Upper School, as to how to deal with the key stakeholders in the pyramid? These include teachers, school governors, parents
1.1 What are the major benefits and disadvantages for the upper school and its feeder schools in developing this approach? Sharnbrook Upper School is located to the north of Bedford, some 70 miles
1.identify the main types of supply partnerships and how they can be managed effectively
1.understand the use and management of intermediaries
1.define supply chains, explore service applications and discuss the main issues in supply chain management
1.identify the main types of supply relationships
1.2 What recommendations would you make for improvement? Breast cancer is the most common cause of death from cancer in women in the UK, and women with breast cancer form almost 1 per cent of
1.1 Evaluate the quality of service provided by the NCBSU. Breast cancer is the most common cause of death from cancer in women in the UK, and women with breast cancer form almost 1 per cent of
1.5 What is the most effective method of assessing customer satisfaction? How widely have you communicated the findings of customer research?
1.4 Do you understand the zone of tolerance for your service delivery? Are customer expectations sometimes fuzzy? What guidance and/or resource is required to clarify these expectations?
1.3 What are the reasons for gaps between customer perception of service delivery and customer expectation? How can they be closed?
1.2 Who compiled your customer satisfaction survey questionnaire? Have you checked with customers as to how relevant it is, or do you assume you know what customers want?
1.1 When was the last time your organisation carried out a detailed study of customer satisfaction? Assess the methods used and the impact of the exercise.
1.3 Collect a few customer survey forms and evaluate them.
1.2 For a high-volume/low-variety service (business-to-consumer) and for a lowvolume/high-variety service (business-to-business or professional service)identify potential gaps between customer
1.1 What methods are most effective in identifying the influencers of customer satisfaction, given that some aspects of service may be unconsciously experienced by customers?
1.1 Assess the advantages and disadvantages of the RAC’s collection and use of satisfaction data. Customer satisfaction is absolutely the king here. Each patrol hands out a customer satisfaction

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