Lecture Fundamentals of operations management (4/e): Chapter 15 - Davis, Aquilano, Chase

Chapter 11 Waiting line management, after studying this chapter you will be able to: Emphasize the importance of providing fast service as a competitive advantage to companies; show the relationship between customer expectations, customer perceptions, and customer satisfaction as they pertain to waiting time;...

ated Factors –Unfair versus fair waits –Uncomfortable versus comfortable waits –Unexplained versus explained waits –Initial versus subsequent waits Fundamentals of Operations  Management 4e  • Customer-Related Factors –Solo versus group waits –Waits for more valuable versus less valuable services –Customer value systems –Customer’s current © The McGraw­Hill  attitude Companies, Inc., 2003 11–10 The Role of  The Role of  Satisfaction  Satisfaction  in a  in a  Customer  Customer  Behavior  Behavior  Model Model Fundamentals of Operations  Management 4e  © The McGraw­Hill  Companies, Inc., 2003 Exhibit 11.3 11–11 Factors Affecting Customer  Factors Affecting Customer  Satisfaction with Waiting Satisfaction with Waiting • Both Firm and Customer-Related Factors –Unoccupied versus occupied waits –Anxious versus calm waits FundamentalsofOperations Management4e âTheMcGrawưHill Companies,Inc.,2003 1112 AFocusonProvidingFastService AFocusonProvidingFastService ã Service System Design Concepts –Front-of-the-house • Portion of the service operation that is in full sight of the customer –Back-of-the-house • Behind-the-scenes portion of the service operation with which the customer does not come in contact and can be performed without the presence of the customer Fundamentals of Operations  Management 4e  © The McGraw­Hill  Companies, Inc., 2003 11–13 A Focus on Providing Fast Service A Focus on Providing Fast Service • Service System Design Concepts (cont’d) –Reduced setup times • Reducing the time lost when a worker has to switch from one job function to another –Cross-training of employees • Training employees to perform a variety of tasks (inventorying skills) increases their flexibility in providing a fast and efficient service operation Fundamentals of Operations  Management 4e  © The McGraw­Hill  Companies, Inc., 2003 11–14 Why Faster Service is Still “Optimal” Why Faster Service is Still “Optimal” Fundamentals of Operations  Management 4e  © The McGraw­Hill  Companies, Inc., 2003 Exhibit 11.4 11–15 How Technology Can Provide  How Technology Can Provide  Faster Service Faster Service • Eliminate Customer Waiting Time (24x7 service) –Automated teller machines (ATMs) –Internet access to customer accounts • Reduce Customer Waiting Time –Bar-code scanners –Optical character recognition (OCR) –Menu-driven databases Fundamentals of Operations  Management 4e  © The McGraw­Hill  Companies, Inc., 2003 11–16 The Impact of Technology on The Impact of Technology on Waiting Times and Costs Waiting Times and Costs Fundamentals of Operations  Management 4e  © The McGraw­Hill  Companies, Inc., 2003 Exhibit 11.5 11–17 ... System Design Concepts –Front -of- the-house • Portion of the service operation that is in full sight of the customer –Back -of- the-house • Behind-the-scenes portion of the service operation with... Time –Bar-code scanners –Optical character recognition (OCR) –Menu-driven databases Fundamentals? ?of? ?Operations? ? Management? ?4e  © The McGraw­Hill  Companies, Inc., 2003 11–16 The Impact? ?of? ?Technology on... Fundamentals? ?of? ?Operations? ? Management? ?4e  © The McGraw­Hill  Companies, Inc., 2003 11–14 Why Faster Service is Still “Optimal” Why Faster Service is Still “Optimal” Fundamentals? ?of? ?Operations? ? Management? ?4e