Chapter 5 The Service Delivery Process

CHAPTER 5 THE SERVICE DELIVERY PROCESSThe manner in which "operational competitiveness" is embraced by various service firms can be described by all the following stages except: (A) available for service. (B) marketing and operations. (C) journeyman. (D) distinctive competencies achieved. (E) world-class service delivery.Customers ultimately determine: (A) the type of demand. (B) the levels of marketing effectiveness and operational efficiency. (C) the cycle of demand. (D) the length of the service experience. (E) all of the theseThe place within an organization where its primary operations are conducted is called the: (A) the technical core. (B) the organizational point. (C) the factory. (D) the main system. (E) main terminal.The strategy of breaking up large, unfocused plants into smaller units buffered from one another so that each can be focused separately is referred to as: Contact: (A) the perfect-world model. (B) operations segmentation. (C) the plant-within-a-plant concept. (D) operations segregation. (E) management by focus.All of the following are examples of the technical core within an organization except the: (A) kitchen in restaurant. (B) surgical room in a hospital. (C) service bay at an auto repair facility. (D) waiting area at a dentist's office. (E) projection booth in a movie theater.According to Thompson's perfect-world model, perfect efficiency occurs when: (A) employees understand their jobs. (B) role congruence occurs between customers and employees. (C) inputs, outputs, and quality happen at a constant rate and remain known and certain. (D) customer needs are being met. (E) when the operation concentrates on performing one particular task in one particular part of the plant.Strategies to increase the efficiency of service operations include all of the following except: (A) buffering. (B) smoothing. (C) anticipating. (D) rationing. (E) allocatingThe strategy that resorts to triage when the demands placed on the system by the environment exceed its ability to handle them is referred to as: (A) buffering. (B) smoothing. (C) anticipating. (D) rationing. (E) allocating.The strategy that surrounds the technical core of the operation with input and output components is called: (A) buffering. (B) smoothing. (C) anticipating. (D) rationing. (E) allocating.Which of the following is NOT one of the broad categories of strategies used to overcome the problems of service operations? (A) isolating the technical core (B) production-lining the whole system (C) creating flexible capacity (D) increasing customer participation (E) maximizing the servuction systemThe objective of decoupling is: (A) separating consumption in time and space. (B) unbundling services so that they may be purchased separately. (C) separating the technical core of the operation from the high customer contact areas of the firm so that efficiencies may be achieved. (D) managing consumers so that they do not negatively influence one another's service experience. (E) separating co-workers who, due to their differences, decrease the operational efficiency of the system.The following questions are based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E. INFORMATION TABLE Counter(s) Activity Time Wage per Person per Hour A 10 secs. $6 B 30 secs. 7 C 60 secs. 7 D 40 secs. 7 E 30 secs. 7 F 20 secs. 8 Refer to Exhibit 5-1. What is the activity time for Counter C? (A) 10 seconds (B) 20 seconds (C) 30 seconds (D) 45 seconds (E) 60 secondsThe following questions are based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E. INFORMATION TABLE Counter(s) Activity Time Wage per Person per Hour A 10 secs. $6 B 30 secs. 7 C 60 secs. 7 D 40 secs. 7 E 30 secs. 7 F 20 secs. 8 Refer to Exhibit 5-1. What is the process time for Counter E? (A) 10 seconds (B) 15 seconds (C) 20 seconds (D) 30 seconds (E) 60 secondsThe following questions are based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E. INFORMATION TABLE Counter(s) Activity Time Wage per Person per Hour A 10 secs. $6 B 30 secs. 7 C 60 secs. 7 D 40 secs. 7 E 30 secs. 7 F 20 secs. 8 Refer to Exhibit 5-1. Which of the following counters produces a maximum output per hour of 240 customers? (A) Counter A (B) Counter B (C) Counter C (D) Counter D (E) Counter EThe following questions are based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E. INFORMATION TABLE Counter(s) Activity Time Wage per Person per Hour A 10 secs. $6 B 30 secs. 7 C 60 secs. 7 D 40 secs. 7 E 30 secs. 7 F 20 secs. 8 Refer to Exhibit 5-1. How many customers can this cafeteria process in an hour? (A) 360 (B) 120 (C) 90 (D) 240The following questions are based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E. INFORMATION TABLE Counter(s) Activity Time Wage per Person per Hour A 10 secs. $6 B 30 secs. 7 C 60 secs. 7 D 40 secs. 7 E 30 secs. 7 F 20 secs. 8 Refer to Exhibit 5-1. Assuming one service provider per counter and based on its current configuration, the cafeteria's service cost per meal is: (A) $42.00 (B) $0.11 (C) $0.46 (D) $2.14 (E) $0.62The following questions are based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E. INFORMATION TABLE Counter(s) Activity Time Wage per Person per Hour A 10 secs. $6 B 30 secs. 7 C 60 secs. 7 D 40 secs. 7 E 30 secs. 7 F 20 secs. 8 Refer to Exhibit 5-1. Where is the bottleneck located in this example? (A) Counter A (B) Counter B (C) Counter C (D) Counter D (E) Counter EThe following questions are based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E. INFORMATION TABLE Counter(s) Activity Time Wage per Person per Hour A 10 secs. $6 B 30 secs. 7 C 60 secs. 7 D 40 secs. 7 E 30 secs. 7 F 20 secs. 8 Refer to Exhibit 5-1. If an extra counter is added at the bottleneck location, how many customers can the cafeteria process in an hour? (A) 360 (B) 120 (C) 90 (D) 240 (E) 180The following questions are based on the below cafeteria flowchart and the information provided in the table. Customers start at counter A and move to Counter B. Customers then choose one of two counter Cs and then move on toward Counter D. Customers then choose one of two counter Es and then move on toward Counter E. INFORMATION TABLE Counter(s) Activity Time Wage per Person per Hour A 10 secs. $6 B 30 secs. 7 C 60 secs. 7 D 40 secs. 7 E 30 secs. 7 F 20 secs. 8 Refer to Exhibit 5-1. If an extra counter is located at the bottleneck location, what is the new service cost per meal? (A) $49.00 (B) $0.53 (C) $0.46 (D) $2.14 (E) $1.90A service operation consists of four stations. Station 1 can process 150 customers per hour. Station 2 can process 300 customers per hour. Stations 3 can process 100 customers per hour, and Station 4 can process 150 customers per hour. What is the maximum number of customers the entire operation can process in an hour? (A) 700 (B) 300 (C) 175 (D) 150 (E) 100The ____ is calculated by dividing the activity time by the number of locations at which the activity is performed. (A) service cost per meal (B) maximum output per hour (C) process time (D) activity time (E) bottleneck timeThe most common mistake made when constructing a service blueprint is: (A) bottlenecks are not identified correctly. (B) failure points are not identified correctly. (C) the blueprint is one-sided − representing only the firm's perception of the process. (D) script norms are misunderstood. (E) the time frame for service execution is miscalculatedWhich of the following is NOT a step in the construction process of a service blueprint? (A) obtaining scripts from both customers and employees (B) segmenting customers based on the content of the script (C) identify steps in the process where the system can go awry (D) calculating the time frame for service execution (E) analyzing the profitability of the systemA volume-oriented positioning strategy is achieved by: (A) increasing divergence. (B) reducing divergence. (C) increasing complexity. (D) reducing complexity. (E) unbundling the service.The positioning strategy that increases divergence so that the operation can tailor the service experience to each customer is referred to as a: (A) niche positioning strategy. (B) volume-oriented positioning strategy. (C) specialization positioning strategy. (D) penetration strategy. (E) market diversification strategy.A specialization positioning strategy is accomplished by: (A) increasing divergence. (B) reducing divergence. (C) increasing complexity. (D) reducing complexity. (E) bundling the service.The positioning strategy that increases complexity by adding more services and/or enhancing current services to capture more of the market is referred to as: (A) niche positioning strategy. (B) volume-oriented positioning strategy. (C) specialization positioning strategy. (D) penetration strategy. (E) market diversification strategy.Divesting an operation of different services and concentrating on providing only one or a few services in order to pursue a specialization position strategy is called: (A) increasing divergence. (B) reducing divergence. (C) increasing complexity. (D) unbundling the service. (E) divesting concentration.Based on the following cafeteria flowchart and the information provided in the table: a. What is the service cost per meal? b. If you were to add another station to fix the current bottleneck, where would you add it? c. How does this affect the service cost per meal? INFORMATION TABLE Counter(s) Activity Time Wage per Person per Hour A 20 secs. $6 B 60 secs. 7 C 120 secs. 7 D 80 secs. 7 E 60 secs. 7 F 40 secs. 8 Graders Info : a. The service cost per meal is calculated by dividing the cost of personnel per hour ($56.00) by the maximum number of people that can be served in an hour (45). $56/45 = $1.24 b. The bottleneck occurs at station D. c. By adding another station, labor costs would increase to $63.00, and the maximum number of people served in an hour would increase to 60. The new service cost per meal would be $1.05 − a decrease of 19 cents.