Assignement 3 .pdf



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Projet 3 coursera Operations Management
Instructor: Christian Terwiesch
Professor
The Wharton School
University of Pennsylvania

GUIDELINES
Front Line, key values: Staffing
 Behavioural,connection betweenTime and Efficience
 IDLE, Waste
 Graphics
 Conclusions


FRONT LINE
This practical work out is aimed at helping us get the best out
of our front line services. Solving the problems of wasting
time, taking the facts and thinking about options as
implementing practical know-how on setting up what is
needed. Saving good relation service to customers and new
prospects through the way of productivity and efficiency. How
can I be more effective?

Key values, Staffing
Key values of performance assessment, such as solving problems of
heterogeneity and variability. Faced with finding solutions as well
reacting right to problems as we arise.
Are we at the right place with the right people? Are you motivated and
can you easily deal with difficult problems?
Can you develop your careers and get a good training? Can you carry out
your duties effectively?
Is the Workload balanced and the need in allocating-Time effective?
Have the Staff a chance to express their views before a decision is made?

Go where the action Is (Christian Terwiesch)

Behavioural
Dealing with customer behaviour, is time, Precious Time. Making a
connection between people, behaviour and performance.
Behaviour is not a negative conduct, is a way in solving a present
problem into interaction with the environment such as staffing service or
servicescape.
The positive thinking is not what you can do with behavioural issues, but
the right way you must do it. Working with behavioural customers is a
way to well identify their needs in order to satisfy them recognising the
potential of a personalized service.
Dealing directly with customers employ to adapt your behaviour through
the customer demand. Your behaviour identify you and the service given
and the image of the Firm. Have a positive customer friendly attitude
means Motion to personalized the service being done.

Time
Numbers FlowTime Hour
Work
of
per Customer
Per day Customer

Capacity
per hour

FlowRate
Customer
per hour

Utilization Implied
Utilization

10h12h

4

0.5

0.5

2

4

8

12h13h

5

0.2

0.2

5

25

25

13h14h

5

0.2

0.2

5

25

25

14h15h

8

0.13

0.13

8

64

64

15h17h

19

0.11

0.11

9.5

86.6

173

17h19h

19

0.11

0.11

9.5

86.6

173

19h19h15

1

0.25

0.25

4

16

4

Total
amount

61

0.6
0.5
0.4
0.3

Capacity per hour

0.2
0.1
0
10h-12h

12h-13h

13h-14h

14h-15h

15h-17h

17h-19h

19h-19h15

200
180
160
140
120
100

Implied Utilization

80
60
40
20
0
10h-12h

12h-13h

13h-14h

14h-15h

15h-17h

17h-19h

19h-19h15

0.6

0.5

0.4

FlowTime Hour per Customer

0.3

0.2

0.1

0
10h-12h

12h-13h

13h-14h

14h-15h

15h-17h

17h-19h

19h-19h15

20
18
16
14
12
10
8
6
4
2
0
12h-13h
10h-12h

Numbers of Customers
Hours

14h-15h
13h-14h

17h-19h
15h-17h
19h-19h15

Luggages Outlet retail
In my concerns the wasting time in our Firm is the time
necessary given to customers providing the best advice and
working properly in inseparability through the customer loyalty
and the quality of our service, we have to put some motion
because the customer need it to receive the feeling of our
personalized service and friendly service.
Other waste time is at two critical moments when we have
some customer asking for help or waiting for inseparability
Motion and other in paying transactions; being just one
resource is no simple to combine friendly service with
effectiveness.
The third one is when we receive supplies that makes me
unable for two days: time necessary to check and put all items
available.


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