Chapter+7_Process+Strategy+and+Sustainability

Hospitals full service stockbroker limited service

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Hospitals Full-service stockbroker Limited-service stockbroker Retailing Boutiques Warehouse and catalog stores Fast-food restaurants Fine-dining restaurants Airlines No-frills airlines Figure 7.9 Digital orthodontics Traditional orthodontics
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7 - 44 Service Process Matrix Service Process Matrix MG 6303 Prof. Vivek Veeraiah Labor involvement is high Selection and training highly important Focus on human resources Personalized services Mass Service and Professional Service Mass Service and Professional Service
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7 - 45 Service Process Matrix Service Process Matrix MG 6303 Prof. Vivek Veeraiah Service Factory and Service Shop Service Factory and Service Shop Automation of standardized services Low labor intensity responds well to process technology and scheduling Tight control required to maintain standards
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7 - 46 Improving Service Improving Service Productivity Productivity MG 6303 Prof. Vivek Veeraiah Strategy Technique Example Separation Structure service so customers must go where the service is offered Bank customers go to a manager to open a new account, to loan officers for loans, and to tellers for deposits Self-service Self-service so customers examine, compare, and evaluate at their own pace Supermarkets and department stores Internet ordering Table 7.3
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7 - 47 Improving Service Improving Service Productivity Productivity MG 6303 Prof. Vivek Veeraiah Strategy Technique Example Postponement Customizing at delivery Customizing vans at delivery rather than at production Focus Restricting the offerings Limited-menu restaurant Modules Modular selection of service Modular production Investment and insurance selection Prepackaged food modules in restaurants Table 7.3
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7 - 48 Improving Service Improving Service Productivity Productivity MG 6303 Prof. Vivek Veeraiah Strategy Technique Example Automation Separating services that may lend themselves to some type of automation Automatic teller machines Scheduling Precise personnel scheduling Scheduling ticket counter personnel at 15-minute intervals at airlines Training Clarifying the service options Explaining how to avoid problems Investment counselor, funeral directors After-sale maintenance personnel Table 7.3
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7 - 49 Improving Service Improving Service Processes Processes MG 6303 Prof. Vivek Veeraiah Layout Product exposure, customer education, product enhancement Human Resources Recruiting and training Impact of flexibility
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7 - 50 Equipment and Technology Technology MG 6303 Prof. Vivek Veeraiah Often complex decisions Possible competitive advantage Flexibility Stable processes May allow enlarging the scope of the processes
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7 - 51 Production Technology Production Technology MG 6303 Prof. Vivek Veeraiah Machine technology Automatic identification systems (AISs) Process control Vision system Robot Automated storage and retrieval systems (ASRSs) Automated guided vehicles (AGVs) Flexible manufacturing systems (FMSs) Computer-integrated manufacturing (CIM)
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7 - 52 Machine Technology Machine Technology MG 6303 Prof. Vivek Veeraiah Increased precision
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  • Spring '15
  • Prof. Vivek Veeraiah

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