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service management operations strategy

Questions and Answers of Service Management Operations Strategy

c. Recommend a way to maintain the serving capacity found in part b using only three employees.
b. Suggest a reallocation of activities that would increase capacity and use only four employees, and draw a product flow diagram. What is the capacity of your improved system?
a. What are the bottleneck activity and the maximum service capacity per hour?
7.6. A school cafeteria is operated by five persons performing the activities listed below in the average times shown.Activity Average Time, Min.1. Blood pressure, wt., temp. 6 2. Medical history 20
b. Suggest a reallocation of nursing and/or doctor activities that would result in increased service capacity, and draw a product flow diagram. What is the capacity of your improved system?
a. What are the bottleneck activity and the maximum number of patients who can be seen per hour?
7.5. Getting a physical examination at a physician’s office involves a series of steps. The table below lists these activities and their average times. The activities can occur in any order, but
b. Suggest a reallocation of activities among the six workers that would result in a service capacity of 120 applicants per hour. What investment would be required to implement your layout
a. Assuming that one worker is assigned to each activity, what is the bottleneck activity and the maximum number of applicants who can be seen per hour?
7.4. Revisit the Automobile Driver’s License Office, and assume that some of our previous recommendations for investment have been implemented. For example,“checking for violations and
d. What do you conclude from these calculations?
c. What is the direct labor utilization for the process shown in Figure 7.7 ?
b. What is the direct labor utilization for the process shown in Figure 7.6 b ?
a. What is the direct labor utilization for the process shown in Figure 7.6 a ?
7.3. Revisit the Automobile Driver’s License Office example.
c. What is the system capacity, if the same person performs Credit Report and Title Search?
b. What is the rush order flow time?
a. What is the bottleneck operation and corresponding system capacity?
7.2. Consider the Mortgage Service Process shown in Figure 7.3 , and assume the Title Search cycle time has changed to 60 minutes.
7.1. Passengers arriving at an airport departure gate must first wait for their row to be called before proceeding to the gate to have their boarding pass authenticated. If the boarding pass does not
5. The CRAFT program is an example of a heuristic programming approach to problem solving. Why might CRAFT not find the optimal solution to a layout problem?
4. For Example 7.3 , the Ocean World theme park, make an argument for not locating popular attractions next to each other.
3. Select a service and discuss how the design and layout of the facility meet the five factors of nature and objectives of the organization, land availability and space requirements, flexibility,
2. From a customer perspective, give an example of a servicescape that supports the service concept and an example that detracts from the service concept. Explain the success and the failure in terms
Use operations sequence analysis to determine the relative locations of departments in a process layout that minimize total flow-distance.
new jobs that will increase the overall service capacity.
Identify the bottleneck operation in a product layout, and regroup activities to create
Calculate performance metrics such as throughput time and direct labor utilization.
Draw a swim lane flowchart, process flow diagram, and a Gantt chart of a service process.
Identify the six critical design features of a service supporting facility.
Identify and discuss the three environmental dimensions of servicescapes.
Describe the impact of the “servicescape” on the behavior of customers and employees.
What further action should Gail Pearson take in view of this incident?
Prepare an “improved” response letter from Gail Pearson.
Critique the letter of Gail Pearson in reply to Dr. Loflin. What are the strengths and weaknesses of the letter?
Briefly summarize the complaints and compliments in Dr.Loflin’s letter.
Describe some potential strategies for reducing CSI’s staffing problems.Questions
Discuss possible ways to improve service quality.
What does this analysis reveal about the service quality of CSI’s crews?
1.month period. Do the same for the performance ratings.
Prepare an X-chart and R-chart for complaints, and plot the average complaints for each crew during the nine-
Table 6.10 contains the monthly ratings and number of complaints received (by building) during CSI’s current contracts.Crew No. of Members* Buildings Assigned and Gross ft2 Total ft2 Assigned 1 6
CSI’s management is aware that the department of the state government overseeing the custodial service contracts makes periodic random inspections and rates the cleaning jobs that CSI does. This
which is unpaid. There is some variation among the crews in choosing break and lunch times, however, primarily because of the personalities of the crew leaders. The leaders of crews 2 and 3 are the
Each crew works an 8½-hour shift, during which it gets two 15-minute paid rest breaks and one 30-minute lunch break,
The responsibilities of each crew involve the following general tasks, which are listed in no order of importance: (1) vacuum carpeted floors, (2) empty trash cans and place trash in industrial waste
Within the state building complex, there are nine buildings included in CSI’s contracts, and the custodial assignments have been distributed as shown in Table 6.9 to balance the work-load
Chapter 6 Service Quality 145 Within the staff, the organizational structure is divided into four crews, each of which is composed of a crew leader and six to nine other crew members. All crews are
Clean Sweep, Inc. CASE 6.1 having a small workforce that performs high-quality work at a reasonably rapid pace. At present, management feels that CSI has a staff that is more productive on an
Clean Sweep, Inc. (CSI), is a custodial-janitorial services company specializing in contract maintenance of office space.Although not a large company compared with its primary competitors, CSI does
b. After the control limits were established, a sample was taken and four applications were found to have mistakes. What can we conclude from this?No. of Applications with Errors 1 2 2 2 3 1 4 3 5 2
a. Determine the upper and lower control limits for a p -chart using a sample size of 20.
6.8. The Long Life Insurance Company receives applications to buy insurance from its salespeople, who are specially trained in selling insurance to new customers. After the applications are received,
c. Later, another sample of 100 was taken. After the accuracy of the tests was established, 10 samples were found to have been analyzed incorrectly. What is your conclusion about the quality of this
b. On average, what is the expected number of incorrect tests per 100 samples?
a. Construct a p -chart to be used in assessing the quality of the service described above.
Management is concerned about the quality of the service it provides and wants to establish quality-control limits as a measure for the quality of its tests. Such managerial practice is viewed as
6.7. The Speedway Clinical Laboratory is a scientific blood-testing facility that receives samples from local hospitals and clinics. The blood samples are passed through several automated tests, and
During the past year, the police department has collected data at 1,000 intersections.The data were compiled on a monthly basis as shown below:a. Construct a p -chart based on the above data.b.
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
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
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
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
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
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
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
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,
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.

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