Operations Strategies Chat Overview

Operations Strategies Chat Overview

MGMT647

Welcome

Operations Strategies Chat Overview

  • Building Manufacturing Efficiency and Responsiveness
  • Building Service Efficiency and Responsiveness
  • Knowing your customer
  • Meeting customer needs
  • Competitive Analysis
  • Phase 3 review

Manufacturing Efficiency

Areas of inefficiency

  • Inventory
  • Wait or Delay
  • Scrap, defects or quality issues
  • Transportation
  • Extra processing
  • Overproduction
  • Motion
  • Under-trained personnel

Manufacturing Efficiency

Corrections for efficiency

  • Inventory – _______________________________________________
  • Wait or Delay – __________________________________________
  • Scrap, defects or quality issues – ______________________

_____________________________________________________________

  • Transportation – _________________________________________
  • Extra processing – _______________________________________
  • Overproduction – _________________________________________
  • Motion – __________________________________________________
  • Under-trained personnel – _______________________________

Service Efficiency

Areas of inefficiency

  • Homegrown procedures
  • Inconsistent Communications
  • Silos
  • Unclear Expectations or Results
  • Lack of Capacity
  • Shortage of Materials/Supplies
  • Rapid Industry Changes
  • Unrealized Opportunity

Service Efficiency

Corrections for efficiency

  • Homegrown procedures – _________________________________
  • Inconsistent Communications – ___________________________
  • Silos – _______________________________________________________
  • Unclear Expectations or Results – ________________________
  • Lack of Capacity – __________________________________________
  • Shortage of Materials/Supplies – ___________________
  • Rapid Industry Changes – ___________________________________
  • Unrealized Opportunity – ____________________________________

TRENDS IN COMPLAINT RESOLUTION

Complaints are more likely to be acted upon when:

complaints are __________

formally designated ____________ are involved

someone with a ___________ to the company is involved

the complaint is about the ___________as opposed to an employee’s _____________

SERVICE RECOVERY

Service recovery paradox

customers are likely to evaluate a firm higher if a mistake ______ and ________ than had the service been delivered correctly the first time.

Toyota

GM

United Airlines (and others)

DEVELOPING A SERVICE RECOVERY PROGRAM

_________ the costs

calculate the lifetime value of a customer

_________ encourage complaints

_________ needs for recovery

________ quickly

_____ employees

________ the front-line

Close the ____

SERVICE RECOVERY EVALUATION

Perceived justice needs–based on equity theory which weighs outcomes versus inputs

__________ justice

outcomes

__________ justice

process

__________ justice

the human content of the recovery process

TYPICAL RECOVERY STRATEGIES
(distributive justice outcomes)

Compensatory strategies

_____

discounts

________

free ancillary service

Refunds

TYPICAL RECOVERY STRATEGIES
(distributive justice outcomes)

___________

Replacement strategies

________

Disregard

RECOVERY TACTICS

Poor responses

Fail to recognize the seriousness of the problem

Fail to adequately accommodate the customer

Act as though nothing is wrong

Fail to explain why the problem occurred

Leave the customer to solve the problem on his or her own

Promise to do something and don’t follow through


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