This document contains two case studies related to operations management. The first case discusses National Air Express and ways to measure and improve the productivity and load balancing of package pickups. The second case examines the operations strategy of Minit-Lube, a quick oil change business, and how it provides competitive advantages through efficient processes, well-trained employees, and minimizing inventory and equipment. Productivity in this industry could be measured by the number of customers or vehicles serviced within a time period.

1. BY:
MOEZZA MIR AHMED
SOLUTION TO CASE STUDIES
CASE: 1 “NATIONAL AIR EXPRESS”
CASE: 2 “MINIT-LUBE, INC.”

2. CHAPTER # 1
“OPERATIONS AND PRDUCTIVITY”
CASE STUDY
NATIONAL AIR EXPRESS
1. Is the productivity measure of shipments per truck still useful? Are there
alternatives that might be effective?
Answer:
Productivity of company can be measured by the number of stops covered by each
driver. This way the amount of services can be measured on every day basis and
with the area covered by each driver. So the company can tell how much area has
been covered by a driver in one day. This way productivity can be assessed in a
measurable way.
It can be formulized as:
Where,
NoS = Number of Stops
Drv = Driver

3. 2. What if anything, can be done to reduce the daily variability in pickup call-
ins? Can the driver be expected to be the several locations at once at five
pm?
Answer:
This can be done by load balancing over the specified time duration. By load
balancing I mean that we divide the crowded hours to reduce the pressure on peak
time. Usually most of the telecommunication companies offer promotions at the
night time when the network is not crowded so people only for important calls can
use and benefit from the network and it does not affect the businesses by doing so.
Problem shows that most of the calls are around 5 p.m. so the promotional strategy
can be applied to reduce the load.
3. How should package pick up performance be measured are standards
useful in an environment that is affected by the weather traffic, and other
random variables? Are other companies having similar problems?
Answer:
First of all a performance evaluation of drivers by surveying the customers can give
an idea about their satisfaction. Measureable questions can be asked where a
satisfaction ration can be counted to seek the better performance. These way
drivers with good performance can be encouraged by incentives and rest can be
motivated. Also both the drivers and customers should be taken into confidence by
having a consensus on some rules of course following the labor laws and quality
standards. However, a feedback can help in generating new ways of improvements.
With the harsh environmental conditions and providing services in anyways is one
strong measurable variable which shows strength of the company/driver.

4. CHAPTER # 2
“OPERATIONS STRATEGY IN A GLOBAL ENVIRONMENT”
CASE STUDY
MINIT-LUBE, INC.
1. What constitutes the mission of Minit-Lube?
Answer:
Mission of Minit-Lube is constituted of offering cost-effective, protective and quick
maintenance and interior auto cleaning, mainly to vehicles owned by individuals
in the United States of America, comparatively in lesser price than gas stations,
automotive repair chains and auto dealers with superior tune-up delivery.
2. How does the Minit-Lube operations strategy provide competitive advantage?
Answer:
Minit-Lube’s approach to the 10 key issues addressed by Operations
Management (c.f. the introductory slide on OM) includes:
Service Design:
As Minit-lube is giving superior value to its customer by providing services to 3
cars at 1 time which includes quick oil change, cleaning of interior and lubrication
services which creates its positive impression among its customers.
Quality Strategy:

5. Quality standards of Minit-lube exceeds because all of its employees are well
trained from its own school having precise tasks which are done effectively and
efficiently by the employees and are properly dressed while working.
Process Strategy:
Minit-Lube processes are smooth and efficient in its services as its 3 employees
work simultaneously which also shows that all employees are following and
focusing its mission competently.
Location Strategy:
It’s near to residential area which represents that customers can easily access its
location.
Layout Strategy:
Minit- Lube can acquire up to 3 cars at the same time, all tasks are done at the
same time; this way they sustain their immediate service for which they are
known.
Supply Chain Strategy:
Negotiable purchasing of raw material from its reliable partners of good quality
and building good relationship with them for example it has affiliations with
several organizations such as Automotive Oil Change Association, Automotive
Vehicle Industry and customer are satisfied with its quality work as Supply Chain
Strategies which ends with customer deliverance of services.
Human Resources Strategy:
Minit-Lube hires few employees under supervision of highly qualified trainers and
gives them training in Minit-lube school to improve their skills so, that they may
be able to perform their specific tasks or duties efficiently.

6. Inventory:
By keeping their inventory low Minit-lube can expect high turnover which may not
incur holding cost and change its inventory quality and may allow its parts and
equipments to be replaced in time during unpredicted conditions.
Scheduling:
Minit-lube provides its services in least possible time with its efficient human
resource so that customer’s relations can be maintained and satisfaction of
customers can be gained.
Maintenance:
Having less equipments and highly trained staff it provides consistent and
reliable solutions for maintenance.
3. Is it likely that Minit-Lube has increased productivity over its more traditional
competitors? Why? How would we measure productivity in this industry?
Answer:
Expertise and specialization of a person and facilities play an important role on a
success of a market and these should be able to effect positivity and efficiently
on Minit-Lube.
It is not easy to measure the work efficiency in general but if tasks are aligned
with a time frame a measurable quantity can be achieved. Work done by a
person in a specified duration of time e.g. task per hour is measurable, this way
finished or completed tasks can be counted and it is a good scale of measuring
the productivity of an organization or of a person.

7. References
1. https://www.studymode.com/my-activity.php
2. http://www.bignerds.com/
3. http://operations-management.knoji.com/marketing-research-ya-kun-hong-kong/