运营管理基础 4E-戴维斯英文IMChap011.docx

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1、CHAPTER 11 WAITING LINE MANAGEMENTChapter OverviewWaiting lines are a part of everyday life. Virtually all organizations have some type of waiting lines. Managing waiting line may be critical to the success of an organization today. This chapter provides an overview of the factors that impact on suc

2、cessful waiting line management.Major Points of ChapterGood waiting line management consists of controlling actual waiting time, as well as the perceived waiting time.1. The classical cost trade-off for waiting lines is the cost of providing service versus the cost of the customer waiting for servic

3、e.2. Customer satisfaction may be a better measure of a successful waiting line than the waiting time itself.3. Firm related factors that impact customer satisfaction with waiting lines include fairness of waits, comfort of wait, explained (or justifiable) wait, and initial waits (customer are less

4、dissatisfied once service begins).4. Firm and customer related factors that impact customer satisfaction with waiting lines include occupied waits (customer is busy), and calm waits.5. Providing fast service can include system design concepts, cross-training employees, and technology.Review and Disc

5、ussion QuestionsExplain the analogy between having inventory in a manufacturing company and having customers waiting in line in a service operation.Higher level of inventory and waiting customers may be used to increase worker utilization in manufacturing and services respectively. In both situation

6、s, there are trade-offs between worker utilization and increasing inventory or waiting time. However, a major difference exists in that waiting customers are able to remove themselves from waiting while inventory has no choice (except some inventory might spoil).1481. What are some of the factors th

7、at you think might affect your degree of satisfaction with waiting in line in a supermarket checkout line late at night? .in a bank during your lunch hour? .at a fast-food restaurant with young children (not necessarily your own)?There are a variety of answers. In a supermarket, length of wait, safe

8、ty of supermarket, fatigue of the person waiting, importance of item being purchased, etc. In a bank, time left in lunch break, penalty for returning late from lunch, type and importance of transaction, whether time is left for eating, etc. In a restaurant, the number of children, noise levels, mood

9、 of children while waiting, tolerance or affection for children, etc.2. Calculate the opportunity cost associated with a dissatisfied customer who stops frequenting a fast-food restaurant for a year. What are your assumptions?Answers will vary. If a customer frequents a restaurant 100 days per year

10、and spends $5 each time for lunch and cost of goods sold (including overhead) is 75% of sales, the potential lost revenue minus cost is 5xl00x.25 = $125.3. Why is it important for a service manager to be able to distinguish between the frequent types of factors that can affect a customers level of s

11、atisfaction with his or her wait?Just as important as the actual time a person spends waiting is the gap between the expected wait and the actual wait. The real goal of a service manager is not to ensure that customers are served within a specific time, but rather to see that customers are sufficien

12、tly satisfied with service so that they will return in the future.4. From your own personal experiences, cite some actual examples of both good and bad waiting line management practices.Answers will vary. One bad example was a large set of lines where the signs directing you to the correct line were

13、 attached to the table so that you could not see what line you should be in.Chapter 11For each of the different types of service operations listed below, provide specific recommendations for improving both the efficiency of the operation and the customers level of satisfaction with the waiting line.

14、 airline check-in counterThe need for increased security has limited some of the possibilities for improving customer satisfaction for an airline check-in counter. However, it is still important that airline check-in counters run efficiently. Because greater security level are currently required, th

15、e passenger must believe that the security measures are effective, not just a waste of their time. In other words, the passenger must feel that the security measures will insure them a safe flight. Passengers will understand added procedures to insure their safety. Also, because security will slow d

16、own this process, other aspects must be performed quickly and efficiently to keep the waiting time to a minimum. There is always room for improving the check-in process. For example, one aspect is that airlines should communicate to their passenger what types of identification will be needed so that

17、 they will have the identification readily avail bible at check-in, as well as other types of information to speed the check-in process. Improved handling of baggage could also speed the check-in process. hospital emergency roomEliminate/reduce the amount of paperwork that is necessary, perform tria

18、ge to assess injury prior to paperwork, provide comfortable facilities for waiting, etc. department of motor vehiclesSingle line, multiple server systems, provide in-line precheck to see that users have all necessary information, etc. mail-order 800 numberProvide a sufficient number of servers; make sure servers have access to correct information, etc. emergency hot lineProvide a sufficient number of servers upscale restaurantProvide a lounge area where people can wait, provide estimates of waiting time prior to using lounge, etc.150