NPIDENTIAL / SULIT
Template (A) Rev.1: March 2008
UNIVERSITI Tun Abdul Razak
FINAL EXAMINATION JANUARY 2009
SERVICE OPERATIONS MANAGEMENT SMB4OI4 23 APRIL 2009 I THURSDAY 2:30PM - 5:30PM /3 HOURS
COURSE CODE DATE/DAY
INSTRUCTIONS TO CANDIDATES:
1. 2. 3. 4. 5. 6. This Question Paper consists of three Sections, Section A, Section B and Section C. Answer ALL Questions in Sections A ,B and C. Answer ALL questions in the Answer Booklets provided and submit them together with this question paper. Candidates are not allowed to bring into the examination hall/room any form of written materials or electronic gadget except for stationery that is permitted by the Invigilator. For this examination, the use of a scientific calculator is permitted. Students who are caught breaching the Examination Rules and Regulation will be charged with an academic dishonesty, and if found guilty of the offence, the maximum penalty is expulsion from the University.
(This Question Paper consists of 5 Printed Pages including front page)
DO NOT OPEN THE QUESTION PAPER UNTIL YOU ARE TOLD TO DO SO ***
Answer ALL questions. Question I Service sector has grown significantly over the past 10 years in our country. List and explain EIGHT (8) service design elements that can support the achievement of the service strategy. The non-uniform demand will affect the planning and controlling activities in service. it is important to understand the characteristics of the service operations. Explain FIVE (5) unique characteristics of the service operation. (Total:10 marks) Question 2 In service. (Total: 10 marks) Question 3 Demand of service varies from time to time and it's cannot be inventoried. Innovation and social trends based on changing demographics create demand for new service and fuel service growth. Explain the factors of innovation and social trend that influenced the growth of service sector. Give an example for each discussion.Service Operations Management (SMB40I4) January 2009 Final Semester Examination SECTION A
CONFIDENTIAL (40 MARKS)
There are FOUR (4) questions in this part. Suggest FOUR (4) approaches for dealing with non-uniform demand to improve the planning and controlling in service. the service system must interact with the customers as participants in the service process. This will make the demand of service become non-uniform. Give an example for each discussion. To provide and design a good service system. (Total:10 marks) Question 4 The service design elements must be engineered to create a consistent service offering that achieves the strategic service vision. (Total:10 marks)
This history can help the mechanic to diagnose problems and also provides a convenient record if a vehicle is returned for warranty service on an earlier repair. because these are heavy customer contact hours. It is the service manager's responsibility to be sure the customer understands the preliminary diagnosis. The owners have developed a network of other service providers who assist in recycling used parts and waste products and to whom they can refer client for work that is not part of Village Volvo's services (e. Wednesdays and 8 to 10a. More cumbersome replaced parts are identified and set aside for the client's inspection. perhaps in the form of a reminder postcard to the owner. These notes are brought to the customer's attention at pickup time and also are recorded in the CCVD for future use. They have set aside specific times each week when clients may drive in for quick. Care is taken throughout the repair process to keep the car clean. to advise the customer when the vehicle is ready for pickup. After the mechanic has made a preliminary diagnosis. The waiting room is equipped with a television set. The owners are considering use of the CCVD as a way of "reminding" customers that routine maintenance procedures may be due. ready for pickup. Prefabricated metal structure) that has four work bays in additional to an office. and 5 and 6 p. Although the customer may speak with the mechanic during the repair process.Service Operations Management (SMB40I4) January 2009 Final Semester Examination SECTION B: CASE STUDY
CONFIDENTIAL (30 Marks)
Read the case study below and answer ALL questions. This facility is used almost exclusively by clients who come during the "drop-in" times (3 to 5 p. because the owners think their suburban location may deter some clients. the mechanic who will be working on the vehicle and the client discuss the problems the client has noticed. they have earned a respected reputation and a following of satisfied customers. After the repairs are finished.
(SOURCE: SERVICE MANAGEMENT)
. Case Study Village Volvo is the "new kid in town.000-mile Volvo medals. Then it is parked. the service manager is the main point of contact. Company policy states that the owner will be consulted before any work other than the agreed-on job is done.m. which make an independent service operation feasible. The Village Volvo owners see their responsibility as extending beyond immediate service to their clients. magazines. The owner-mechanics do no repairs between 7 and 8 a. the vehicle is taken for a short test drive. All small worn-out parts that have been replaced are put in a clean box inside the car.e. Village Volvo occupies a new Butler building (i. and the local newspaper. Village Volvo maintains a continuing file on each vehicle it services. The owners feel they have designed their operation to provide clients with a custom car care service that is unavailable at the local dealer.m. Another source of information for the mechanic is the Custom Care Vehicle (CCVD). routine jobs such as tune-ups and buyer checks of used cars.m. The owners also are considering the possibility of offering a mini course one Saturday morning each month to teach clients what they can do to attain their 200. a soft-drink vending machine. waiting area and storage room.g. Thursdays) for quick.. but they encourage clients to schedule appointments for the diagnosis and repair of specific problems." It represents an effort by two former authorized Volvo dealer mechanics to provide quality repair service on out of warranty Volvos at a reasonable cost. As repairs are made. fan and alternator belts show some wear and may need to be replaced in about 6. On occasions. the service manager gives the vehicle owner an estimate of the cost and the approximate time when the repair will be completed if no unexpected problems arise.g. At the time of the appointment. Village Volvo has no provisions for alternate transportation for customers at this time. body work. routine service such as tune-ups and oil changes.m.000 miles). coffee. They believe it is just as important to discuss with the client the repairs that have been done as it is to discuss what problems exist before that work is done. alignments. and reupholstering). and the inside is vacuumed as a courtesy before pickup.. the owner-mechanic notes any other problems that might need attention in the future (e. comfortable chairs. A shuttle service two or three times a day is being considered. the mechanic may take a short test drive with the client to be certain that both understand the area of concern. On the basis of their 22 combined years of training and experience with the local Volvo dealer.
On average. repair operations) like a factory? (5 marks) d. Management wants to make sure that the system is operating efficiently. to 9 p. How could Village Volvo manage its back office (i. Use the work-shift heuristic procedure to develop weekly work shift schedule for the employees. on average?
[TOTAL MARKS: 100] **END OF QUESTION** 4
. One of the many tasks that she must address is work scheduling. How many employees work shift of slack per week are present in your proposed schedules? Are your schedules optimal? (2 marks) (Total:1 5 marks) Question 2 A local bank has two drive-thru teller windows with an essentially unlimited queue length. She plans to stay open from 9a. how many cars are in the system? c. (10 marks) b. What is the probability that there will be no cars in the system? b. Question I A young entrepreneur has just opened an electronic store. They estimate that the arrival rate during their most busy time will average about 40 cars per hour.m. (10 marks) c. They also estimate they can serve an average of 50 cars per hour.
Service Operations Management (SMB40I4) January 2009 Final Semester Examination
a. (5 marks) (5 marks) (5 marks) (Total: 15 marks)
How long would a car be waiting (in seconds) in the driveway. She estimates the number of employees needed each day as follows: Mon Tue Wed Thu Fri 6 9 5 7 9 Sat Total 10 46 (3 marks)
a. How can Village Volvo differentiate itself from Volvo dealers? (5 marks)
(Total:30 marks) SECTION C (30 MARKS)
There are TWO (2) questions in this part. Village Volvo exemplifies many characteristics of a service firm.e. What is the minimum number of employees required?
b. Monday through Saturday. Answer ALL questions. All employees are full time and work four days in a row with two consecutive days off each week. Describe FIVE (5) features service package that is provided in Village Volvo. (10 marks) c. (Note: Refer to Appendix I for the formulas) a. She expects her employees to stock the shelves and also be available for cashier check-out when needed.m. List and explain the distinctive characteristic of a service firm and specific attributes of Village Volvo which exemplify those characteristics.
Service Operations Management (SMB40I4) January 2009 Final Semester Examination
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