Professional Documents
Culture Documents
Spring 2016
4/19/16
Case Study #2 Commuter Cleaning
The first potential fail point could be the hours of operation (6:00am to 9:00am),
and (5:00pm to 8:30pm). I would extend the morning hours of operation till at least 11
am, just to accommodate any customer that is running late, or may even have the day off
and wants to sleep in but still needs to pick up their dry cleaning that day.
The second potential fail point is the second shift delivery driver timeframe. That
driver’s shift is from 3:30pm till 5:00 pm, but I don’t think that they should still be
delivering any clothing at 5:00pm. The drivers should be done with all their deliveries by
4:00pm so that the station customer service representative has adequate time to sort shirts
for pick up and have everything ready for the customers who get off work at 5:00pm and
want to pick up their garments. By making the second shift delivery driver’s route from
3:30-5:00pm to say 2:30-4:00pm would allow room for error, and or traffic, since they
The third potential fail point is having so many different employees perform all
these tasks that could easily be consolidated into one or two employees max. Instead of
having a separate delivery driver, I would make the station customer service
representative the delivery driver for drop off and pick up. This would allow for 1 or 2
full time workers instead of 4 or more part time workers. I would also find workers
whom are not college students, since you might have a better retention rate and increased
3. What general (generic) approach (es) to service system design is (are) used by
approach. By using this approach, Commuter Cleaning would be able to benefit from the
economies of scale of mass production. They’ll also be able to provide low cost delivery,
cost savings due to the large volume of business being done with the dry cleaning facility,
The advantage of this service design is that it will provide business professionals
an affordable dry cleaning service that is on their way to work. By using the Production
line approach, the service delivery system can be separated into high and low contact
operations. High contact operations include collecting information from the customer,
explaining the benefits of the services, and signing up the new customer as a member.
Low contact operations for this service are the standardized processes such as drop off
and pick up, and billing for the service. All of this allows management to separate tasks
and improve performance in each area, which then ultimately provides a better, more