Module 6 Assignment - Homework Objective Case Questions
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Feb 20, 2024
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12. A diagram of the factory a) When all valves are wide open, the outlet can generate an output of 3 gallons per hour. Therefore, 3 Gals/Hr
b) The input into the bathtub is no longer consistent in this scenario. Instead, 5 gallons are added every two hours. The average input rate is therefore 5/2=2.5 gallons per hour.
15. Given the following amount of work in seconds required at each station:
A
38
J
32
X
22
B
34
K
30
Y
18
C
35
L
34
Z
20
a)
Daily Output = available processing time/processing time
= (8*60*60)/38 = 758
Given your output rate in part (a), what is the efficiency of the process?
b)
Efficiency = sum of all time/ no. of stations * processing time at the bottleneck
= 263/ (9*38) = 76.9%
c)
Flow time = time at the bottleneck*no of stations in the longest path
=38*6 = 228
Runners Edge case questions 1-4
1.
a flowchart of the activities performed by a customer calling the Runners Edge call center
2.
Based on the details it is easy to conclude that the call center is performing very well based on the figures and percentages of purchases being made. On average, 84 percent made a purchase within 5 minutes which is quite efficient for call centers of this size and volume of transactions. Based on the figures we could also infer that 70 percent of the customers found their desired
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shoes made the CSR transfer their call to the order entry and finally bought them within the task time given. Billing errors accounted for 4 percent of the total transactions and considered to be negligible and is acceptable at this level. But this should be tried to minimize still. Although there
is room to improve on the wait times for the customer to reach a representative, 53% indicates high wait times and had a significant impact on customer satisfaction. But on an ending note, we
could say that the call center is performing well.
3.
Average Utilization: i)
Utilization for CSRs: (Arrival rate) / (Service rate) = 100/60 = 1.67 (or 167%) ii)
Utilization for running consultants: 100/20 = 5 (or 500%) iii)
Utilization for billing clerks: 100/100 = 1 (or 100%) 4.
Based on the flowchart and complaints, Mr. Watterson should focus his attention on the following areas for improvement: 1.
Reducing Waiting Times: The major complaint across various tasks is waiting time. Customers are unhappy about waiting for a CSR, waiting to reach a running expert, and waiting for order entry and billing. Improving efficiency and reducing waiting times should be a top priority. 2.
CSR Familiarity with Products: Another significant issue is that some customers find that the CSR is not familiar with the shoes they want. This suggests a need for better training and knowledge-sharing among CSRs.
Recommendations to Improve Performance: Given the high utilization rates, there's a need to balance the workload and reduce waiting times. Mr. Watterson should consider the following options: 1.
Increase the number of CSRs to reduce waiting times and improve service levels. 2.
Consider cross-training CSRs to handle running expert consultations to distribute the workload. 3.
Analyze peak call times and allocate resources accordingly to manage spikes in demand. 4.
Overall, the call center should focus on improving efficiency, staff training, and balancing resources to meet customer needs and satisfaction.