...| | | | |A) |Developing complementary services | |B) |Using part-time employees | |C) |Forecasting demand | |D) |Scheduling employee shifts | |2 |Which of the following is NOT a measure of the capacity of a restaurant? | | | | |A) |number of tables | |B) |number of waiters | |C) |number of items on the menu | |D) |number of chefs | |3 |What is meant by the term ‘capacity’? | |A) |The limit of output over a period of time ...
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...Service and Operations Management | Medic- Call Personal Alarm System: Capacity Planning and Resource Management | Magdalena Kulikowska | International Tourism Management | Words count: 2020 Contents Executive Summary 3 1. Introduction 3 2. The role and importance of capacity management to the success of an organisation. 3 2.1 Level strategy 4 2.2 Chase strategy 4 2.3 Demand strategy 5 3. Queue strategy 5 4. Evaluation of capacity planning and resource management in Medi-Call Company. 5 Chart 1. 6 4.1 The implications of coping zone on both staff and customers. 7 5. Recommendations and Conclusions 8 References 9 Appendix.1 11 Appendix . 2 – Plagiarism Declaration Statement 12 Executive Summary This report examines the impact of capacity management on Medic-Call service business, which provides the personal alarm system to the elderly people living in their own homes. The study draws an attention to the current company’s problems with balancing the available critical resources such as equipment and work force with the needs of its clients. The research includes calculations of the changes in capacity, call time and total time over the 12-hour shift. All results are presented in graph, although they can also be founded in appendixes. The obtained data shows that the company’s resources in form of equipment and six members of staff were underutilised from midnight to 5 am, exposing the...
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...When an organization has a clear grasp of its capacity constraints and an understanding of demand patterns. It is in a good position to develop strategies for matching supply and demand. There are two general approaches for accomplishing demand and capacity. * The first is to smooth the demand fluctuations themselves by shifting demand to match existing supply. * The second general strategy is to adjust capacity to match fluctuations in demand. Shifting demand and capacity By shifting demand and capacity an organization seeks to shift customers away from periods in which demand exceeds capacity. Perhaps by convincing them to use the service during periods of slow demand. This may be possible for some customers but not for others. For example, many business travelers are not able to shift their needs for airline, car rental, and hotel services. Pleasure travelers on the other hand can often shift the timing of their trips. Those who can’t shift and can’t be accommodated will represent lost business for the firm. Vary the service offering One approach is to change the nature of the service offering, depending on the season of the year, day of the week, or time of day. For example, Whistler Mountain, a ski re sort in Vancouver, Canada, offers its facilities for executive development and training programs during the summer when snow skiing is not possible. A hospital in the Los Angeles area rents use of its facilities to film production crews who need realistic hospital...
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...rP os t op yo Match Supply and Demand in Service Industries No tC W. Earl Sasser Do Harvard Business Review 76608 This document is authorized for use only by Ramanna Shetty until June 2012. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. rP os t HBR NOVEMBER–DECEMBER 1976 op yo Match Supply and Demand in Service Industries W. Earl Sasser No tC What makes service industries so distinct from manufacturing ones is their immediacy: the hamburgers have to be hot, the motel rooms exactly where the sleepy travelers want them, and the airline seats empty when the customers want to fly. Balancing the supply and demand sides of a service industry is not easy, and whether a manager does it well or not will, this author writes, make all the difference. In this rundown of the juggling feat service managers perform, the author discusses the two basic strategies—‘‘chase demand’’ and ‘‘level capacity’’— available to most service companies. He goes on to discuss several ways service managers can alter demand and influence capacity. W. Earl Sasser is associate professor of business administration at the Harvard Business School, where he developed the second-year MBA course ‘‘Management of Service Operations.’’ He currently teaches another secondyear course, ‘‘The Operating Manager,’’ and is conducting research on managing service operations. Mr. Sasser has had a previous...
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...creating Adjustable Capacity for BWH: Adjustable capacity can be done by expanding capacity at the peak period by effective use of slack time or by making a portion of capacity is being made variable through design. Stretch existing capacity: People, Facilities and equipment can work longer to meet demand. This helps in concentrating on essentials tasks during emergency period. Align capacity with demand fluctuations: Use part time employees, outsource, rent or share facilities etc. Analysis of BWH Sharing Capacity: A service delivery system often requires a large investment in equipment and facilities. During periods of under utilization, it may be possible to find other uses for this capacity. BWH can also evaluate making some of underutilized wards can converted to ICU as demand arises and converted back to regular wards as demand reduces. Yield Management of BWH: Based on case, a comprehensive yield management system incorporating all strategies relating to demand for and supply of services was not incorporated to. Its not clear that how far their existing Yield management system has the ability to segment patient requirements into different service classes and helps for an efficient yield management. They should have implemented Yield management software applications which can be customized do this for them, which will same the time and energy. What strategies can be used to manage BWH capacity? Need for adjusting service capacity to match demand. BWH can use part...
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...Service Product, Capacity and Demand for Hotel Student’s Name: University: Date: Introduction Australian hotels are one of most luxurious areas in the whole world. The hotels management is excellent and safe guarded following the support from both private sector and the government (Carroll, 1991). The services get promoted through the internet making hence providing a large market for the hotels. Moreover, the hotels have a history of excellent accommodation, excellent facilities and friendly and well competent staff. Most of the hotels in Australia are along the coast beaches which provide a beauty to be told by the customers. Queensland in Australia is one of the best scenarios one can opt to build his own hotel. The area has a considerable number of luxuries hotels and has also a room for more. Most of the hotels in this destination offer reservation services, accommodation and other forms of tourism related services. These hotels have a support from the local government in relation to tourists and guests’ safety, convenient, and comfortable hotels where people can stay and explore different attractions in the area. People...
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...Managing Demand and Capacity • The Underlying Issue: Lack of Inventory Capability • Understanding Capacity Constraints • Understanding Demand Patterns • Strategies for Matching Capacity and Demand • Yield Management • Waiting Line Strategies McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Objectives for Chapter 14: Managing Demand and Capacity • Explain the underlying issue for capacity-constrained services: lack of inventory capacity. • Present the implications of time, labor, equipment, and facilities constraints combined with variations in demand patterns. • Lay out strategies for matching supply and demand through (a) shifting demand to match capacity or (b) flexing capacity to meet demand. • Demonstrate the benefits and risks of yield management strategies. • Provide strategies for managing waiting lines. McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved 1 3/13/2015 Figure 14.1 Variations in Demand Relative to Capacity McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Understanding Capacity Constraints and Demand Patterns Capacity Constraints • Time, labor, equipment, and facilities • Optimal versus maximal use of capacity Demand Patterns • Charting demand patterns • Predictable cycles • Random demand fluctuations • Demand patterns by market segment McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved 2 3/13/2015 Table 14.1 Demand vs. Supply ...
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...The Advantages of Aggregate Planning Aggregate planning is a forecasting technique that businesses use in an attempt to predict the supply and demand of their products and services. Mainly, this is done in an effort to save money, streamline operations and increase productivity. To accomplish this, businesses use an aggregate planning model to develop a game plan that will assist them with determining their staffing requirements, materials needed, estimated timelines and budget costs so they can better plan ahead. Minimize Staffing Fluctuations By using aggregate planning to forecast production demand, businesses are better able to predict their staffing requirements. Businesses that need additional employees on a temporary basis tend to fill these positions with workers from temporary employment agencies. Through proper forecasting, a business will be able to reduce or eliminate the need to hire these extra workers. This will save the business both time and money as it won't need to pay the additional fees to the staffing agency and it won't have to pay its own workers to train the new additions. Reduce Overhead Excess inventory costs businesses a lot of money. Additional materials will need to be stored, and having finished products laying around increases the likelihood of damage to the products before they reach the customer. Adhering to an aggregate planning model can help businesses operate in a leaner manner. Managers will be able to better anticipate how much product...
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...CAPACITY PLANNING Prof. Shiv K. Tripathi CAPACITY PLANNING Capacity The upper limit or ceiling on the load that an operating unit can handle Capacity needs include Equipment Space Employee skills STRATEGIC CAPACITY PLANNING Goal To achieve a match between the long-term supply capabilities of an organization and the predicted level of long-run demand Overcapacity operating costs that are too high Undercapacity strained resources and possible loss of customers CAPACITY PLANNING QUESTIONS Key Questions: What kind of capacity is needed? How much capacity is needed to match demand? When is it needed? Related Questions: How much will it cost? What are the potential benefits and risks? Are there sustainability issues? Should capacity be changed all at once, or through several smaller changes Can the supply chain handle the necessary changes? CAPACITY DECISIONS ARE STRATEGIC Capacity decisions impact the ability of the organization to meet future demands affect operating costs are a major determinant of initial cost often involve long-term commitment of resources can affect competitiveness affect the ease of management are more important and complex due to globalization need to be planned for in advance due to their consumption of financial and other resources CAPACITY Design capacity maximum output rate or service capacity an operation, process,...
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...| | SERVICES | ANNUAL NORMAL CAPACITY | ANNUAL MAXIMUM CAPACITY | SHARE FROM THE UNSATISFIED DEMAND | QUANTITY USED (increasing capacity due to the firms adaptability to the market) | SERVICE PRICE | GROSS REVENUE | Traditional Massage | 3,650 | 7,300 | 32,353 | 3,650 | 320 | 1,168,000 | Hot Stone Massage | 3,650 | 7,300 | 14,668 | 3,650 | 305 | 1,113,250 | Cupping Massage | 3,650 | 7,300 | 13,435 | 3,650 | 310 | 1,131,500 | Jaccuzzi and Sauna | 21,900 | 43,800 | 21,659 | 21,659 | 215 | 4,656,685 | Aerial Yoga | 2,920 | 5,840 | 28,103 | 2,920 | 950 | 2,774,000 | TOTAL | | | | | | 10,843,435 | YEAR: 2016 | | | | | | | SERVICES | ANNUAL NORMAL CAPACITY | ANNUAL MAXIMUM CAPACITY | SHARE FROM THE UNSATISFIED DEMAND | QUANTITY USED (increasing capacity due to the firms adaptability to the market) | SERVICE PRICE | GROSS REVENUE | Traditional Massage | 3,650 | 7,300 | 33,115 | 4,380 | 320 | 1,401,600 | Hot Stone Massage | 3,650 | 7,300 | 15,014 | 4,380 | 305 | 1,335,900 | Cupping Massage | 3,650 | 7,300 | 13,751 | 4,380 | 310 | 1,357,800 | Jaccuzzi and Sauna | 21,900 | 43,800 | 22,171 | 22,171 | 215 | 4,766,765 | Aerial Yoga | 2,920 | 5,840 | 28,766 | 3,504 | 950 | 3,328,800 | TOTAL | | | | | | 12,190,865 | YEAR: 2017 | | | | | | | SERVICES | ANNUAL NORMAL CAPACITY | ANNUAL MAXIMUM CAPACITY | SHARE FROM THE UNSATISFIED DEMAND | QUANTITY USED (increasing capacity due to the firms adaptability to the market) | SERVICE PRICE |...
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...ASSIGNMENT Course Code : MS - 65 Course Title : Marketing of Services Assignment Code : MS-65/TMA/SEM – I/2014 Coverage : All Blocks Note : Attempt any six questions and submit your assignment on or before 30th April, 2014 to the coordinator of your study centre. 1. What are the implications of the services marketing triangle? Explain giving suitable examples. 2. Give some examples of services that are high in credence qualities. How do high credence qualities affect consumer behavior for these services? Discuss. 3. Describe the non-monetary costs involved in the following services: a) Health services b) Home loans 4. Select a service organization of your choice a) Identify its patterns of demand. Do demand levels following a predictable cycle or change randomly? What are the underlying causes of these variations? b) What is the nature of this service organization’s approach to capacity and demand management? c) What changes would you recommend in relation to its management of capacity and demand? Why? 5. Why do customers switch service providers? Can you do anything as a marketer to prevent the customers from switching? Discuss. 6. (a) Explain the importance of branding of financial services giving suitable examples. (b) Explain the importance of physical evidence for an educational institute. 7. The GATS conceives of services as being traded internationally through four modes. Explain...
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...2013 U.S. Veterinary Workforce Study: Modeling Capacity Utilization Final Report For: American Veterinary Medical Association April 16, 2013 Proposal for PhRMA Economic Burden of PD Study Acknowledgement The study team received guidance and subject matter expertise from a Workforce Advisory Group (WAG). While WAG members provided insights and guidance to the study team, the views expressed in this report do not necessarily reflect the views of specific WAG members or the institutions that they represent. Workforce Advisory Group Members Link Welborn, DVM, DABVP (Chair). President, Tampa Bay Veterinary Medical Group, Tampa, FL Jane Brunt, DVM. Executive Director, CATalyst Council, Inc., Annapolis, MD. Margaret Coffey, DVM, MBA. Director, Veterinary Teaching Hospital, LSU, Baton Rouge, LA David Gersholowitz, MBA. Chief Operating Officer, BluePearl Veterinary Partners, New York, NY. Eleanor Green, DVM, DACVIM, DABVP. Carl B. King Dean of Veterinary Medicine, College of Veterinary Medical & Biomedical Sciences, Texas A&M University, College Station, TX Jeffrey Klausner, DVM, DACVIM. Chief Medical Officer and Senior Vice President, Banfield Pet Hospital, Portland, OR Roger Saltman, DVM, MBA. Group Director, Cattle-Equine Technical Services, Zoetis, Cazenovia, NY Carin Smith, DVM. President, Smith Veterinary Consulting, Inc., Peshastin, WA Scott Spaulding, DVM. President , Badger Veterinary Hospital. Janesville, WI. Michael Thomas, DVM. President, Noah’s Animal Hospitals...
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...Ontario, Canada for its extraordinary service and care of hernia repair. The hospital is famous for lots of notable features in its service delivery system - superior surgery technique, effective recovery methods and comfortable and friendly environment with gregarious staff and service. Shouldice Hospital is a small 90-bed hospital with averaged 7,000 operations annually. However, the demand on the hernia operation is much grater than the Hospital’s current capacity. The management of Shoudice is thinking to expand the hospital’s capacity to service unmet demand. There are two expansion options to consider, one is to add Saturday to the existing five day operation’s schedule to increase capacity by 20%; another is to increase the number of beds by 50% by adding another floor of rooms to the hospital. But another opinion within the hospital is that further expansion of capacity might make it hard to maintain current high quality of service delivered. By analyzing, calculating and comparing current situation and the proposed options, the recommendations are made as below: Add Saturday operation to existing five days schedule to increase 20% capacity in the short term. This method is simple to follow and will solve the need of increasing demand with very minimal impact on current quality of service. Within in the next five years, add additional 45 beds (increasing by 50%). This option will solve the issues with even more demand and bring considerable additional income...
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...| ASSESSMENT COVER SHEET (NON BARCODED) | Programme of Study: | MBA | Paper Name: | Operations Management | Lecturer: | Dr. Lincoln Wood | Assessment: | Assesment 1 (Group Report) | Paper Code & Stream: Eg 476680/60 | 468911(Mon 6pm) | Word Count: 1529 | Statement of Academic Honesty This assessment has been written by me and represents my own work. This work has not been previously submitted. All sources information has been appropriately acknowledged and referenced. I have maintained and will continue to maintain the confidentiality of any persons/organisations referred to in this assessment. I permit this assessment to be copied for academic processes (such as moderation). I have retained a copy of this assessment electronically. Complete this section for group assessments only. Tanya Chappell – 1313490 Richard Drake – 1272878Saku Abeysuriya – 0437411 Brendon McPhail - 13827929 | LATE ASSESSMENTS You must ensure that this section is completed if the assessment is being submitted after the original assessment deadline. Date handed in? | ........./........./......... | Extension granted? | YES / NO | Operations Management | Assessment 1 – Center...
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...Question 1 : What is the difference between operations management and process management? Operation Management How the company manages its operation, shall be the key answer to it. In fact, Operation Management is one of the topmost important factor for a company’s success. Having said that, OM helps the organization to recognize “what are” the process, people, decisions, responsibilities and “how” the available resources can be utilized and maximized to deliver the goods or satisfactory services to the clients. Process Management A type of management that deals directly with the organization’s ways of aligning the series of activities involved in any of its operational process, with the aim to clearly define how the entire process is performing. One of the example of process management is “Business Process Management (BPM) . The main purpose of process management is to minimize errors due to human and reduces miscommunication and increase productivity. In your opinion why might it be necessary to have the two terms? Having this as a simple illustration, a client company (DEF) requires its supplier company (ABC) to send its ordered goods from KL to Penang in half a day time. As an Operation Manager of ABC company, Mr. Kuak plans what are needed for the delivery of the goods. He needs to get a driver in a pink of health and choose one of its best truck that’s capable to drive long distance. Where as, Mr. Lan the process manager, decides how the driving journey be conducted...
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