Norman and Maister Case Notes

David Maister
- 1st Law
o Satisfaction= Perception – Expectation
o Example: if movie preview was seen and high expectations, then they come out
of the theatre no thinking it was great. If they have no expectations because they
didn’t watch the trailer, they are more likely to like the movie
- Managers must Pay attention to 3 things
o 1. What was actually done to or for the client
o 2. What was perceived
o 3. What was expected
- Ex: mirror by elevator
- Ex: promise longer than expected wait time
o Once disgruntled, impossible to please
nd
- 2 Law of Service
o It’s hard to play catch-up ball
 Early stages of service interaction are key
 Largest payback occurs in beginning
- Occupied time feels shorter than unoccupied time
o “boredom results from being attentive to the passage of time itself”
o Ways to avoid:
 Preprocess Customer (menu, sign-up, register)
 Preprocess Wait > In Process Wait
 Fear of Being Forgotten
 Distract Waiting Customer (bar, readings, visuals)
o Filler Activity Should (unless service is undesirable)
 Offer Benefit
 Relate to the Service Encounter
o Anxiety- Did I Make a Bad Decision?
 Erma Bombeck’s Law: Other line always moves faster
o Ask What Worries Exist and Remove Them
o Uncertain Waits are Longer than Finite
o Unexplained Waits are longer than Explained
 Waiting in ignorance creates powerlessness
o Unfair Waits are longer than Equitable
o Customer Will Wait Longer for More Valuable Services
o How long would you wait for me?
 10mins, 15 mins, 20 mins
o Post-process Waits are the longest
o Solo waits are longer than group
o How would you manage wait time?
Don Norman
- Experience is More Important than Efficiency of the Process
- Aspects to focus on:
o Emotions dominate
o Eliminate confusion
o Wait must be appropriate
o Set expectations (meet or exceed)
o Keep people occupied
o Be fair
o End strong, start strong
o Memory of an event over experience
- Solutions
o Change Culture or Behavior
o Raise Importance
o Double Buffering (Spatial or Temporal)
o Line Design
 1 to many Servers
 # assignment
 Target Admission Time
o Provide Positive Memories
 Variation of theme or Induce Waits
o Deliberate Chaos
o Breaking the Rules

Lean Production
- Can be defined as an integrated set of activities designed to achieve high volume
production using minimal inventories (raw materials, work in process, and finished
goods)
- Also involves the timing of production resources (i.e., parts arrive at the next
workstation “just in time”)
- Involves the elimination of waste in production effort
- It is based on the Toyota Production System
- The Toyota Production System
o Based on two philosophies
 Elimination of waste
 Muda
 Mura: uneven work flow
 Muri: overburden or strenuous work which causes issues with
quality
 Heijunka: ensruing a smooth production process
- Elimination of Waste
o Focused factory networks
 o Group technology
o Quality at the source: Genchi Genbutsu
o JIT production : eliminates waste of space – only making product to sell
o Uniform plant loading : even workflow
o Kanban production control system : allows a visual representation
o Minimized setup times
- Minimizing Waste: Inventory Hides Problems