Also read:
- This assignment challenges your ability to identify, capture, sequence, and align process activities in a way that enables clear communication of the process and visibility to all activities, including those that are unseen by the customer. Following the example for an Automotive Service Operation process in Exhibit 7.3 in the text, create a service blueprint that depicts an overnight stay in a nationally-recognized hotel chain. Your blueprint should capture the process, which begins with a client’s call to the reservationist and ends with checkout and departure the following day. In addition to your service blueprint, prepare a brief description of two procedures that prevent or block mistakes in the hospitality service process. These process applications are commonly referred to as ‘poka-yokes’ – roughly translated from Japanese into English as ‘error or mistake-proofing’. Exhibit 7.3 in the text includes at least one ‘poka-yoke’ process for each of the four stages noted in the service blueprint that might serve as examples. Length: Your Service Blueprint should span 1-2 pages and may be built using any program of your choosing. It must be accompanied by a one-page description of your mistake-proofing process enhancements indicated above, including in-text citations. Include a brief introduction that broadly describes the contents of your assignment.
- At this point, you have launched your capstone project (multiple server and workstation integration in a single network project). You are now expected to implement the project and incorporate control mechanisms or best practices that you selected in the Discussion Board. If you have not selected reports such as Gantt charts or your project schedule with tracking information, please include them in this week’s deliverables. This deliverables for Week 3 are as follows: Project Monitoring Reports Provide samples of at least 3 monitoring status reports. Describe what information each report provides in terms of supporting project monitoring. How often should these reports be generated, and who should receive them to make sure corrective actions are timely when needed? Project Control Processes Depict the control process in a diagram. Provide a narration that thoroughly describes the control process. Discuss how project monitoring reports help with the control process. Outline some strategies for if your project gets behind schedule or over budget.
- Determine the reasons for the change, the effectiveness of managing the change, and how the change has impacted the company.
- Healthcare Workforce What is driving change in the healthcare workfor
- Implementing process change for a particular process within your organization.
- Discuss change theory that would be most appropriate for your change.
- It is late June, and Sandra Huchim, head of operations at Mintendo, and Bill Smith, head of salesof We “R” Toys, are about to get together to discuss production and marketing plans for the next6 months. Mintendo is the manufacturer of the popular Game Girl handheld electronic game that is sold exclusively through We “R” Toys retail stores. The second half of the year is critical toGame Girl’s success, because a majority of its sales occur during the holiday shopping period.Sandra is worried about the impact that the upcoming holiday surge in demand will have on herproduction line. Costs to subcontract assembly of the Game Girls are expected to increase, andshe has been trying to keep costs down, given that her bonus depends on the level of productioncosts.Bill is worried about competing toy stores gaining share in the handheld electronic game marketduring the Christmas buying season. He has seen many companies lose their share by failing tokeep prices in line with the performance of their products. He would like to maximize the GameGirl market share in the handheld electronic game market.Both Sandra’s and Bill’s teams produce a joint forecast of demand over the next six months, asshown in Table 9-7.We “R” Toys sells Game Girls for $50 apiece. At the end of June, the company has an inventoryof 50,000 Game Girls. Capacity of the production facility is set purely by the number of workersassembling the Game Girls. At the end of June, the company has a workforce of 300 employees,each of whom works 8 hours of regular time at $15/hour for 20 days each month. Work rulesrequire that no employee work more than 40 hours of overtime per month. The various costs areshown in Table 9-8.Sandra, concerned about controlling costs during the periods of surging demand over theholidays, proposes to Bill that the price be lowered by $5 for the month of September. Thiswould likely increase September’s demand by 50 percent due to new customers being attractedto Game Girl. In addition, 30 percent of each of the following two months of demand wouldoccur in September as forward buys. She believes strongly that this leveling of demand will helpthe company.Bill counters with the idea of offering the same promotion in November, during the heart of thebuying season. In this case, the promotion increases November’s demand by 50 percent, owingto new customers being attracted to Game Girl. Additionally, 30 percent of December’s demandwould occur in November as forward buying. Bill wants to increase revenue and sees no betterway to do this than to offer a promotion during the peak season.a. Which option delivers the maximum profit for the supply chain: Sandra’s plan, Bill’splan, or no promotion plan at all?b. How does the answer change if a discount of $10 must be given to reach the samelevel of impact that the $5 discount received?c. Suppose Sandra’s fears about increasing outsourcing costs come to fruition and thecost rises to $22/unit for subcontracting. Does this change the decision when thediscount is $5? need to be able to explain how i got the answer not necessary to show all work but this one is giving me fits.
- Which is more important, working for an effective leader or an effective manager?