Unit 3 Discussion Board OS
SteelTiger4
LiveChat3studentnotes1.pptMGMT647
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
