This document contains a series of multiple choice questions about operations management processes in services and manufacturing. It covers key topics like the different types of processes (front office, back office, hybrid office and line, job, batch, continuous flow processes), how to position processes on matrices based on factors like customer contact and customization, and strategies like make-to-stock and assemble-to-order. The questions test understanding of core concepts around classifying and analyzing different process structures and choices in both manufacturing and service operations.
Solution manual for operations management processes and supply chains 10th ed...Aamir Ali
This document contains 11 discussion questions about operations management concepts. The questions cover topics like identifying core processes, competitive priorities for companies like Amazon and FedEx, designing hospital emergency room operations, and calculating productivity metrics. Sample responses are provided that analyze strategic plans, environmental factors, core competencies, and key capabilities for different organizations.
Solutions manual for operations management processes and supply chains 11th e...Brown485
Solutions Manual for Operations Management Processes and Supply Chains 11th Edition by Krajewski
Download at: http://downloadlink.org/p/solutions-manual-for-operations-management-processes-and-supply-chains-11th-edition-by-krajewski/
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operations management processes and supply chains 10th edition pdf
operations management: processes and supply chains (11th edition) ebook
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operations management processes and supply chains pdf
The document discusses various facility layout strategies including fixed-position, process-oriented, office, retail, warehouse, and product-oriented layouts. It provides examples of each type of layout and describes key factors to consider such as material flow, space utilization, and cost optimization. McDonald's innovations to its kitchen layout are highlighted as an example of using layout to improve efficiency and reduce costs.
Strategic capacity planning for products and servicesgerlyn bonus
This document discusses strategic capacity planning for products and services. It defines key capacity planning terms like design capacity, effective capacity, and actual output. It discusses factors that determine effective capacity such as facilities, products, processes, human factors, and external factors. The document outlines the capacity planning process, including estimating future capacity needs, evaluating existing capacity, identifying alternatives, and implementing solutions. It also discusses challenges in planning service capacity and tools for analysis like cost-volume analysis and financial analysis.
Creating and Managing Supplier RelationshipsFaHaD .H. NooR
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
This document discusses strategies for making versus buying (insourcing versus outsourcing). It provides factors to consider for each option, such as cost, capacity, expertise, control, and flexibility. For making/insourcing, considerations include using excess capacity, quality control, and design secrecy. For buying/outsourcing, factors include unreliable internal production, risk mitigation, and accessing supplier expertise. A cost analysis is recommended to determine the most economical choice. Insourcing and outsourcing may also be used to reverse previous decisions when supply issues occur. Outsourcing risks like loss of control and supplier problems must be considered.
Solution manual for operations management processes and supply chains 10th ed...Aamir Ali
This document contains 11 discussion questions about operations management concepts. The questions cover topics like identifying core processes, competitive priorities for companies like Amazon and FedEx, designing hospital emergency room operations, and calculating productivity metrics. Sample responses are provided that analyze strategic plans, environmental factors, core competencies, and key capabilities for different organizations.
Solutions manual for operations management processes and supply chains 11th e...Brown485
Solutions Manual for Operations Management Processes and Supply Chains 11th Edition by Krajewski
Download at: http://downloadlink.org/p/solutions-manual-for-operations-management-processes-and-supply-chains-11th-edition-by-krajewski/
People also search:
operations management processes and supply chains 11th edition free pdf
operations management processes and supply chains 11th edition pdf
operations management processes and supply chains 11th edition solutions
operations management processes and supply chains 10th edition pdf
operations management: processes and supply chains (11th edition) ebook
operations management processes and supply chains 11th edition answers
operations management processes and supply chains 11th edition test bank
operations management processes and supply chains pdf
The document discusses various facility layout strategies including fixed-position, process-oriented, office, retail, warehouse, and product-oriented layouts. It provides examples of each type of layout and describes key factors to consider such as material flow, space utilization, and cost optimization. McDonald's innovations to its kitchen layout are highlighted as an example of using layout to improve efficiency and reduce costs.
Strategic capacity planning for products and servicesgerlyn bonus
This document discusses strategic capacity planning for products and services. It defines key capacity planning terms like design capacity, effective capacity, and actual output. It discusses factors that determine effective capacity such as facilities, products, processes, human factors, and external factors. The document outlines the capacity planning process, including estimating future capacity needs, evaluating existing capacity, identifying alternatives, and implementing solutions. It also discusses challenges in planning service capacity and tools for analysis like cost-volume analysis and financial analysis.
Creating and Managing Supplier RelationshipsFaHaD .H. NooR
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
This document discusses strategies for making versus buying (insourcing versus outsourcing). It provides factors to consider for each option, such as cost, capacity, expertise, control, and flexibility. For making/insourcing, considerations include using excess capacity, quality control, and design secrecy. For buying/outsourcing, factors include unreliable internal production, risk mitigation, and accessing supplier expertise. A cost analysis is recommended to determine the most economical choice. Insourcing and outsourcing may also be used to reverse previous decisions when supply issues occur. Outsourcing risks like loss of control and supplier problems must be considered.
The document discusses different types of layout strategies used in operations management. It describes layouts for offices, retail stores, warehouses, and manufacturing facilities. For manufacturing facilities, it outlines process-oriented layouts where similar machines are grouped, work cell layouts that focus on single products, and product-oriented layouts that optimize personnel and machine utilization for repetitive production. Good layouts consider factors like material handling, space usage, and employee and customer flows.
The document discusses short-term scheduling in various contexts such as airlines and manufacturing. It provides examples of how factors like weather can disrupt airline schedules and how investment in technology can help recovery. Forward and backward scheduling are introduced as two common approaches, with forward scheduling beginning as requirements are known and backward scheduling beginning with final due dates. The goals of short-term scheduling are outlined as minimizing completion time and work-in-process inventory while maximizing utilization and minimizing customer wait times. Key factors that affect scheduling are identified as volume, operations nature, and job complexity.
Operations Management : Line BalancingRohan Bharaj
This presentation gives us details about the different methods of Line Balancing.
It also gives an example of Ford Motors and how Line Balancing helped Ford become a powerhouse in the early 1900s
This document discusses process selection and facility layout. It begins by introducing key considerations in process selection such as product variety, volume, and flexibility. The main types of processes are then described including job shops, batch processing, repetitive/assembly, and continuous processing. A product-process matrix is presented to help match the appropriate process type to different product characteristics. The document then covers automation approaches and different layout types including product, process, group technology, and cellular layouts. It analyzes the advantages and disadvantages of different layouts and process types. Line balancing techniques for designing efficient production layouts are also introduced.
07 layout and flow_Operations ManagementBrent Weeks
The document discusses different types of facility layouts used in operations management. It describes fixed-position, functional, cell, and product layouts. For each type of layout, it outlines the key advantages and disadvantages. It also discusses how the appropriate layout type depends on factors like production volume and variety. Detailed techniques are presented for designing each of the main layout types to optimize productivity and efficiency. Balancing work across process stages is highlighted as important to reduce idle time and improve cycle times.
13 supply chain planning and control_Operations ManagementBrent Weeks
A) What is supply chain management?
B) The activities of supply chain management
C) Types of relationships in supply chains
D) Supply chain behavior
E) Supply chain improvement
Rochester Manufacturing is considering adopting a flexible manufacturing system (FMS).
The production manager recommends adopting the FMS to make managerial tasks and responsibilities easier by allowing for less oversight and easier control over production. Adopting the FMS could also benefit human resource development and organizational continuity.
A conservative plant manager argues that the company should maintain the status quo until returns from adopting the FMS are more obvious, as numbers may not currently support the change and it could increase overall organizational costs.
An optimistic sales manager argues that the company should adopt the FMS now to enhance just-in-time delivery and quality, which could increase market share and profitability. Adopting the FMS would
The document discusses various facility layout strategies and concepts. It defines facility layout as determining the placement of departments, workgroups, machines, and stock areas. Key layout formats discussed include process layout, product layout, group technology layout, and fixed-position layout. Assembly line balancing concepts are also covered, including precedence diagrams and determining cycle times and workstation loads.
This document discusses key concepts related to Just-in-Time (JIT) and Lean operations including defining JIT, the Toyota Production System (TPS), Lean operations, the seven wastes, the 5Ss, JIT partnerships, variability reduction, and throughput improvement. It also covers JIT inventory techniques like pull systems, reduced lot sizes, and kanban. The overall goal of JIT and Lean is to eliminate waste and provide value to the customer.
The document discusses operation management and production systems. It covers topics like production management, operations management, production system models, decisions made by operations managers, types of production systems, elements of operations strategy, operations competitive priorities, demand forecasting, and forecasting approaches. Specifically, it defines production management as applying management principles to converting raw materials into finished products. It also defines operations management as converting resources into more useful products or services.
This document discusses factors to consider in making location decisions. It provides discussion questions about specific companies' location strategies, such as FedEx choosing Memphis for its central location. It also lists numerous qualitative and quantitative factors that can influence location decisions for companies operating domestically or internationally. These factors include labor costs, transportation costs, resources, market access, incentives, and business environment considerations like regulations and cultural issues. The document presents examples and models for analyzing location decisions in a structured way.
The document discusses process selection and facility layout. It defines process selection as how an organization chooses to produce goods or services, considering factors like capacity, flexibility, and volume. The main process types described are continuous, repetitive/assembly line, batch, job shop, and automation. Facility layout refers to the configuration of departments and equipment to facilitate material flow. The summary discusses that layout decisions are important because they require substantial investments and long-term commitments that impact costs, efficiency, and operations. Layout decisions also help address issues like bottlenecks, changes to products/services, safety hazards, and strategic priorities.
The document outlines key concepts related to material requirements planning (MRP) and enterprise resource planning (ERP). It discusses MRP concepts like the master production schedule, bills of materials, lead times, and gross and net requirements planning. It also covers extensions of MRP like MRP II and closed-loop MRP. Finally, it introduces enterprise resource planning (ERP) systems and their advantages and disadvantages.
This document discusses factors to consider in making location decisions. It provides discussion questions about specific companies' location strategies, such as FedEx choosing Memphis for its central location. It also lists numerous qualitative and quantitative factors that can influence location decisions for companies operating domestically or internationally. These factors include labor costs, transportation costs, market access, incentives, and clustering tendencies. The document provides examples and models for analyzing location decisions.
Product layouts are used for repetitive assembly of standardized products. The workstations are arranged in a straight line so items can pass smoothly from one station to the next. This allows for mass production with low cycle times but lacks flexibility.
Process layouts group similar processes together, like all sewing stations in one area. This requires more space but allows for production of various items and easier changes to processes. Cycle times are longer but it allows for process specialization and more efficient use of equipment.
The type of layout chosen impacts operations through factors like costs, cycle times, productivity levels, flexibility, and specialization of labor or equipment.
The document describes a case study presentation on business process reengineering (BPR) at Precision Materials Inc. It identifies key objectives of the BPR project which were to reduce order cycle times, eliminate errors, and provide timely order status updates. Cross-functional teams were formed to redesign processes by eliminating unnecessary steps, increasing speed and quality, and completing steps simultaneously. The role of information technology was also highlighted, which enabled online order approval and inventory checks, intercepted errors, and reduced cycle times.
This document discusses process analysis. It begins with objectives like process analysis, flowcharting, types of processes, and performance metrics. It then defines key terms like process, cycle time, and utilization. It describes standard flowchart symbols and types of processes like make-to-order, make-to-stock, and hybrid. Finally, it discusses performance metrics such as operation time, throughput time, velocity, and productivity and provides examples to illustrate concepts.
Process Strategies and Capacity PlanningJaisa Gapuz
The document discusses process strategy and capacity planning. It begins by defining process strategy as an organization's approach to transforming resources into goods and services. It then describes four main types of process strategies: process focus, repetitive focus, product focus, and mass customization focus. Each strategy is characterized based on factors like product variety, equipment use, and employee skills. The document also covers tools for analyzing and designing processes like flow diagrams, process charts, and time-function mapping.
The document outlines the key topics to be covered in a chapter on process strategy. It discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. For each strategy, it describes the characteristics including production approach, equipment used, inventory levels, and scheduling complexity. It also provides examples of companies that employ each strategy and compares the main strategies across different factors. The learning objectives of the chapter are to describe the different production processes, tools for process analysis, and recent technology advances.
Global sourcing entails identifying, evaluating, negotiating and configuring supply across multiple geographies to reduce costs, maximize performance and mitigate risks. It requires balancing factors like cost, performance, and risk, which are heightened when sourcing globally due to additional complexities. Supply managers must understand classifications like Harmonized System codes and International Commerce Terms that define responsibilities for cross-border shipping. Indian retail chains are now stepping up global sourcing from locations like China, Malaysia, and Europe to shore up margins and offer lower prices.
This document discusses key concepts in service process selection and design. It defines what constitutes a service business and internal services. It explains generalizations about the nature of services and contrasts three approaches to service design: production line, self-service, and personal attention. The document also discusses service strategy development, the service-system design matrix, service blueprinting, fail-safing services, and characteristics of a well-designed service system.
This document discusses key concepts in service process selection and design. It defines what constitutes a service business and internal services. It explains generalizations about the nature of services and contrasts three approaches to service design: production line, self-service, and personal attention. The document also discusses service strategy development, the service-system design matrix, service blueprinting, fail-safing services, and characteristics of a well-designed service system.
The document discusses different types of layout strategies used in operations management. It describes layouts for offices, retail stores, warehouses, and manufacturing facilities. For manufacturing facilities, it outlines process-oriented layouts where similar machines are grouped, work cell layouts that focus on single products, and product-oriented layouts that optimize personnel and machine utilization for repetitive production. Good layouts consider factors like material handling, space usage, and employee and customer flows.
The document discusses short-term scheduling in various contexts such as airlines and manufacturing. It provides examples of how factors like weather can disrupt airline schedules and how investment in technology can help recovery. Forward and backward scheduling are introduced as two common approaches, with forward scheduling beginning as requirements are known and backward scheduling beginning with final due dates. The goals of short-term scheduling are outlined as minimizing completion time and work-in-process inventory while maximizing utilization and minimizing customer wait times. Key factors that affect scheduling are identified as volume, operations nature, and job complexity.
Operations Management : Line BalancingRohan Bharaj
This presentation gives us details about the different methods of Line Balancing.
It also gives an example of Ford Motors and how Line Balancing helped Ford become a powerhouse in the early 1900s
This document discusses process selection and facility layout. It begins by introducing key considerations in process selection such as product variety, volume, and flexibility. The main types of processes are then described including job shops, batch processing, repetitive/assembly, and continuous processing. A product-process matrix is presented to help match the appropriate process type to different product characteristics. The document then covers automation approaches and different layout types including product, process, group technology, and cellular layouts. It analyzes the advantages and disadvantages of different layouts and process types. Line balancing techniques for designing efficient production layouts are also introduced.
07 layout and flow_Operations ManagementBrent Weeks
The document discusses different types of facility layouts used in operations management. It describes fixed-position, functional, cell, and product layouts. For each type of layout, it outlines the key advantages and disadvantages. It also discusses how the appropriate layout type depends on factors like production volume and variety. Detailed techniques are presented for designing each of the main layout types to optimize productivity and efficiency. Balancing work across process stages is highlighted as important to reduce idle time and improve cycle times.
13 supply chain planning and control_Operations ManagementBrent Weeks
A) What is supply chain management?
B) The activities of supply chain management
C) Types of relationships in supply chains
D) Supply chain behavior
E) Supply chain improvement
Rochester Manufacturing is considering adopting a flexible manufacturing system (FMS).
The production manager recommends adopting the FMS to make managerial tasks and responsibilities easier by allowing for less oversight and easier control over production. Adopting the FMS could also benefit human resource development and organizational continuity.
A conservative plant manager argues that the company should maintain the status quo until returns from adopting the FMS are more obvious, as numbers may not currently support the change and it could increase overall organizational costs.
An optimistic sales manager argues that the company should adopt the FMS now to enhance just-in-time delivery and quality, which could increase market share and profitability. Adopting the FMS would
The document discusses various facility layout strategies and concepts. It defines facility layout as determining the placement of departments, workgroups, machines, and stock areas. Key layout formats discussed include process layout, product layout, group technology layout, and fixed-position layout. Assembly line balancing concepts are also covered, including precedence diagrams and determining cycle times and workstation loads.
This document discusses key concepts related to Just-in-Time (JIT) and Lean operations including defining JIT, the Toyota Production System (TPS), Lean operations, the seven wastes, the 5Ss, JIT partnerships, variability reduction, and throughput improvement. It also covers JIT inventory techniques like pull systems, reduced lot sizes, and kanban. The overall goal of JIT and Lean is to eliminate waste and provide value to the customer.
The document discusses operation management and production systems. It covers topics like production management, operations management, production system models, decisions made by operations managers, types of production systems, elements of operations strategy, operations competitive priorities, demand forecasting, and forecasting approaches. Specifically, it defines production management as applying management principles to converting raw materials into finished products. It also defines operations management as converting resources into more useful products or services.
This document discusses factors to consider in making location decisions. It provides discussion questions about specific companies' location strategies, such as FedEx choosing Memphis for its central location. It also lists numerous qualitative and quantitative factors that can influence location decisions for companies operating domestically or internationally. These factors include labor costs, transportation costs, resources, market access, incentives, and business environment considerations like regulations and cultural issues. The document presents examples and models for analyzing location decisions in a structured way.
The document discusses process selection and facility layout. It defines process selection as how an organization chooses to produce goods or services, considering factors like capacity, flexibility, and volume. The main process types described are continuous, repetitive/assembly line, batch, job shop, and automation. Facility layout refers to the configuration of departments and equipment to facilitate material flow. The summary discusses that layout decisions are important because they require substantial investments and long-term commitments that impact costs, efficiency, and operations. Layout decisions also help address issues like bottlenecks, changes to products/services, safety hazards, and strategic priorities.
The document outlines key concepts related to material requirements planning (MRP) and enterprise resource planning (ERP). It discusses MRP concepts like the master production schedule, bills of materials, lead times, and gross and net requirements planning. It also covers extensions of MRP like MRP II and closed-loop MRP. Finally, it introduces enterprise resource planning (ERP) systems and their advantages and disadvantages.
This document discusses factors to consider in making location decisions. It provides discussion questions about specific companies' location strategies, such as FedEx choosing Memphis for its central location. It also lists numerous qualitative and quantitative factors that can influence location decisions for companies operating domestically or internationally. These factors include labor costs, transportation costs, market access, incentives, and clustering tendencies. The document provides examples and models for analyzing location decisions.
Product layouts are used for repetitive assembly of standardized products. The workstations are arranged in a straight line so items can pass smoothly from one station to the next. This allows for mass production with low cycle times but lacks flexibility.
Process layouts group similar processes together, like all sewing stations in one area. This requires more space but allows for production of various items and easier changes to processes. Cycle times are longer but it allows for process specialization and more efficient use of equipment.
The type of layout chosen impacts operations through factors like costs, cycle times, productivity levels, flexibility, and specialization of labor or equipment.
The document describes a case study presentation on business process reengineering (BPR) at Precision Materials Inc. It identifies key objectives of the BPR project which were to reduce order cycle times, eliminate errors, and provide timely order status updates. Cross-functional teams were formed to redesign processes by eliminating unnecessary steps, increasing speed and quality, and completing steps simultaneously. The role of information technology was also highlighted, which enabled online order approval and inventory checks, intercepted errors, and reduced cycle times.
This document discusses process analysis. It begins with objectives like process analysis, flowcharting, types of processes, and performance metrics. It then defines key terms like process, cycle time, and utilization. It describes standard flowchart symbols and types of processes like make-to-order, make-to-stock, and hybrid. Finally, it discusses performance metrics such as operation time, throughput time, velocity, and productivity and provides examples to illustrate concepts.
Process Strategies and Capacity PlanningJaisa Gapuz
The document discusses process strategy and capacity planning. It begins by defining process strategy as an organization's approach to transforming resources into goods and services. It then describes four main types of process strategies: process focus, repetitive focus, product focus, and mass customization focus. Each strategy is characterized based on factors like product variety, equipment use, and employee skills. The document also covers tools for analyzing and designing processes like flow diagrams, process charts, and time-function mapping.
The document outlines the key topics to be covered in a chapter on process strategy. It discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. For each strategy, it describes the characteristics including production approach, equipment used, inventory levels, and scheduling complexity. It also provides examples of companies that employ each strategy and compares the main strategies across different factors. The learning objectives of the chapter are to describe the different production processes, tools for process analysis, and recent technology advances.
Global sourcing entails identifying, evaluating, negotiating and configuring supply across multiple geographies to reduce costs, maximize performance and mitigate risks. It requires balancing factors like cost, performance, and risk, which are heightened when sourcing globally due to additional complexities. Supply managers must understand classifications like Harmonized System codes and International Commerce Terms that define responsibilities for cross-border shipping. Indian retail chains are now stepping up global sourcing from locations like China, Malaysia, and Europe to shore up margins and offer lower prices.
This document discusses key concepts in service process selection and design. It defines what constitutes a service business and internal services. It explains generalizations about the nature of services and contrasts three approaches to service design: production line, self-service, and personal attention. The document also discusses service strategy development, the service-system design matrix, service blueprinting, fail-safing services, and characteristics of a well-designed service system.
This document discusses key concepts in service process selection and design. It defines what constitutes a service business and internal services. It explains generalizations about the nature of services and contrasts three approaches to service design: production line, self-service, and personal attention. The document also discusses service strategy development, the service-system design matrix, service blueprinting, fail-safing services, and characteristics of a well-designed service system.
Information Technology for Management 11th Edition Turban Test BankBentonner
Full download : https://alibabadownload.com/product/information-technology-for-management-11th-edition-turban-test-bank/ Information Technology for Management 11th Edition Turban Test Bank
Search ch 1 operations and supply_chain_management_revision_notes_sudipto das
The document provides study materials for an operations and supply chain management test, including definitions of key terms, formulas, and sample exam questions and answers. It covers topics such as operations strategy, processes and analytics; supply chain job roles; operations metrics like inventory turnover and receivables turnover ratios; risk management; product and service design; project management techniques like critical path method; and learning curves. The document aims to prepare students for an exam by testing their understanding of fundamental OSCtv1 concepts.
Product Design and Process Selection – Services Joshua Miranda
This document summarizes key concepts from Chapter 6 on product design and process selection for services. It discusses service generalizations, defining service businesses, the service triangle model, applying behavioral science to service encounters, strategies for service design and process selection, service blueprinting, fail-safing services, and characteristics of a well-designed service delivery system. The chapter focuses on understanding service design and delivery from the perspective of both the customer and the organization.
This document discusses service blueprinting and process design. It provides advice on how to create a service blueprint, including identifying key activities, distinguishing frontstage and backstage processes, and establishing service standards. A simplified hotel example is outlined. Process redesign approaches like eliminating unnecessary steps and shifting to self-service are presented. Different levels of customer participation are defined, from low involvement to high co-production. Self-service technologies and how firms can educate customers are also covered.
The document provides an introduction to operation management, describing it as the process of transforming inputs into products and services through value-adding activities. It differentiates between value-adding and non-value-adding activities, explores trends and challenges in managing operations, and outlines the scope of responsibilities for operation managers, including both strategic and tactical decision-making. The contents section provides an overview of topics to be covered, including operation processes, value chain management, definitions of operation management, and trends/challenges.
Smu mba is- spring 2016 - solved assignmentssmumbahelp
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Send your semester & Specialization name to our mail id :
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BIZ104_Assessment Brief 2.Docx Page 1 of 6
ASSESSMENT BRIEF 2
Subject Code and Title BIZ104 Customer Experience Management
Assessment Customer Experience Strategy: Research Outcomes
Individual/Group Individual Report
Length 1750 words (+/- 10%)
Learning Outcomes a) Compare and contrast the emerging concepts and
practices that shape the customer experience.
b) Explore customer differentiation in service delivery and identify
customer’s critical touchpoints that influence an organisation’s
customer experience strategy
c) Research a customer problem and develop an appropriate
customer experience
d) Develop and communicate a customer experience strategy
e) Analyse and apply tools to monitor and evaluate a customer
experience strategy
Submission Due by 11:55pm AEST/AEDT Sunday of module 5.1 (week 9)
For intensive (6 week) class: by 11:55p.m. AEST/AEDT Sunday of Week 5
Weighting 50%
Total Marks 100 marks
Context
Customer experience is the perception of an organisation’s experience in the eyes of the customer.
Building a customer experience strategy to improve customer experiences is important to strengthen
and build long term customer relationships and align the organisation with the needs of the customer
This assessment task is designed for you to apply your knowledge and understanding of the key
concepts that shape the customer experience.
You are required to conceptualize customers interacting with a product or service across several touch
points such as in-store, website, mobile, social media and e-mail and will then analyse and
communicate how your chosen organisation will manage customer experience(s) towards achieving
customer loyalty.
Your aim is to illustrate and communicate a CEM strategy proposing a better service offering
This assessment task provides you with an insight into an activity that maybe part of your job roles in
the future.
BIZ104_Assessment Brief 2.Docx Page 2 of 6
Instructions
You are to take the role of consultant for your selected organisation and prepare a report to
persuade the management staff to adopt a better approach to managing their costumers’
experience(s).
This assessment involves the following activities:
1. Introduce briefly the organisation you have chosen: the industry it competes in, its
background, its service offering and your research objective to improve the customer
experience.
2. Describe and discuss your primary research method for your online survey i.e. its planning,
design, how you recruited your participants for your online survey and implementation. (You
will need to have at least 10 completed customer surveys).
3. Describe and discuss at least 3 secondary research methods carried out (i.e. academic journal
articles, book chapters, business reports, organisation’s website social media reviews).
4. Apply CEM concepts to identify the challenges and opportunities for achieving a customer
experience that is in line ...
1. Service design involves determining the components of a service including physical resources, goods consumed, and explicit and implicit services.
2. Key aspects of service design include the degree of customer contact and involvement as well as variability in service requirements.
3. Service blueprinting is a tool used in service design to describe and analyze a proposed service delivery system by identifying customer and employee actions and support activities.
This document provides sample multiple choice questions from chapters 7-15 of a services marketing textbook. The questions cover topics like promoting services, designing service processes, managing capacity and demand, crafting the service environment, and managing people. No answers are provided as the lecturer does not want to post them. The questions are intended to help students review key topics from those chapters.
This document contains 55 multiple choice questions assessing knowledge of IT service management based on ITIL. The questions cover topics such as the purpose of different processes in the service lifecycle (strategy, design, transition, operation), roles and responsibilities, metrics, service level agreements, and continual service improvement.
Quality Function Deployment (QFD) is a method for developing products and services by focusing on customer requirements. It involves cross-functional project teams who use a technique called a "House of Quality" to document customer needs and engineer the corresponding technical requirements. This helps prioritize design features and guide the development process to ensure it delivers solutions that satisfy customers. QFD was developed in the 1970s and has been shown to reduce product development timelines and costs while promoting effective communication between departments.
Transforming Service & Support - Implementing a Service Delivery UniversityGreg Trexler
This document discusses implementing a Service Delivery University at Sun Microsystems to enhance employee skills and knowledge. It describes establishing a learning framework that includes a common core curriculum, college-specific fundamentals, and role-based accreditations at three levels (Advocate, Specialist, Expert). Developing the university requires defining program requirements, establishing governance, designing curricula and accreditations tied to business results, and addressing challenges like executive commitment and organizational change. The Service Delivery University aims to contribute to Sun's long-term growth by developing a high-performing workforce capable of superior customer service and engagement.
This document provides an overview of a lecture on technology in services. It discusses Porter's competitive model and how technology can be used to build barriers, change the basis of competition, and provide new opportunities. It also covers different levels of service innovation, the service design process, service blueprints, and approaches to service system design like production-line and customer as co-producer models.
Bba501 & production and operations managementsmumbahelp
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4 services, vision and characteristicsRishi Mathur
This document provides an overview of a lecture on service vision and characteristics. It discusses:
1) Understanding services is challenging because they involve human interactions and are intangible, but services represent a large and growing part of the economy.
2) Segmenting customers for services is difficult because demographic data is often not sufficient, and transaction data can help identify customer segments for frequently consumed services.
3) Differentiation is key for services since culture is difficult to copy, and companies can expand their offering over time in response to customer needs and expectations.
4) A framework divides a company into external, internal, and interface environments to understand how to design and improve services.
Central Transport, Inc.Jamie C orman, t he n ew p resident a nd MorganLudwig40
Central Transport, Inc.
Jamie C orman, t he n ew p resident a nd CEO o f C entral Transport, r ecently m et w ith
Susan Weber, t he c urrent president and CEO o f SAB D istribution. Jaime was promoted
from CM O at C entral Transport t o CEO. Her p redecessor h ad w orked c losely w ith t he
former CEO of SAB Distribution when SAB had transformed its operations about 10 years
earlier to respond to changes in i ts competitive marketplace. Now, Ms. Weber was faced
with new challenges and again needed the collaboration of Jaime and Central Transport to
meet some new challenges.
Susan has met extensively with the members of her executive team to develop a tentative
plan for modifying the strategic direction of SAB and thwart the buyout of the company by
a private investment firm.
Susan wa s c onvinced t hat SAB c ould a ttract a dditional r etailers in t he m id-Atlantic
states if it added to and improved its logistics services, namely, warehousing, transportation
delivery, and inventory management. However, Susan felt that she needed a major collaborator with experience in these areas. She also felt that it would be better if the collaborator
was a company SAB had worked with previously on a successful basis and was willing to
take on some new challenges.
Susan had decided to approach Wegman’s Food Markets, Inc. as a c ustomer for these
new services. Wegman’s was a very successful company in the Northeast that was privately
owned and had expanded carefully into new market areas over the last 15 years. It offered
more value services to its customers, including an in-store bakery, a r estaurant and deli,
more take-out options, and in-store cooking demonstrations.
Wegman’s primary distribution point for their stores was located in a distribution park
in Rochester, New York near their corporate headquarters. With their store expansion into
the Washington, D.C. area and points further south into Virginia, they are developing a
new distribution park in northwestern Pennsylvania to lower their cost and improve their
service. Wegman’s was feeling the pressure to be more price competitive with Walmart and
other food chains but also wanted to maintain their unique value added in store services
for customers.
Susan was also convinced that Wegman’s could be price competitive and to continue to
increase their in-store services and expand their market opportunities. She felt that they
would li sten t o h er proposal t o offer e xpanded s ervices t o h elp t heir c ompany b e m ore
competitive. Now, she wanted Central to join with SAB in making Wegman’s a proposal.
Jaime needs your help in developing a response to Susan.
CASE QUESTIONS
1. Why and how has the competitive market place for SAB changed in the last five to
seven years?
2. What advantages might Central experience in the proposed new venture?
3. What issues would SAB and Central face in the proposed new approach?
Stage 2: Process Analysis
Before you begin work on this assignment, be sure you ha ...
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"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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