Manzana Insurance: Fruitvale Branch

Speed is also important inside the operation. If the movement of materials and information is not quick enough, this could delay the process of serving the customers as quickly as possible.

5. An analysis of the individual customer accounts suggest that TFC’s current pricing model is ineffective. They are undercharging an alarming number of their customers thereby reducing their overall profitability. Based on this information, managers will hopefully elect to implement the services based pricing model so that customers are charged based on the services they are actually consuming. Ideally, changing the current pricing model will resolve the issue of customers reducing profit by 140% and 60% (Exhibit 8, numbers 3 and 4). If there are still profit draining customers, management should revisit and assess accordingly, either further increasing fees to those customers so their contribution is positive, or perhaps dropping these customers to increase overall profitability.

9.     In addition to the added overhead of the RTS/CTS scheme, what else causes the drop

3) Stable clientele as fee is not varying according to the present needs or if needs changes in future.

Flinchbaugh, J. (2012, December 17). Lessons from the Road: Reducing Lead Time Changes Everything. Retrieved April 02, 2016, from http://www.industryweek.com/

7. With the preceding flow net information, a flow net is sketched and presented in Figure 3 of the attached Appendix 1.

If this happens and more sales are driven through the Rehab Suppliers for example, then it would be safe to say profitability will increase, since that channel does not have deep discounts compared to HME. (2% price decrease in 1992 vs HEM’s -15%)

We observe that there is high standard deviation for most of the steps (especially Underwriting Step) and is comparable to mean value itself. Ex: For RERUNs Underwriting step mean is 18.7min while the standard deviation is 19.8min. Hence we are using 95% SCT for determining bottleneck step. And thus we consider Underwriting Stage as the bottleneck for the whole system.

These profits can be achieved through tracking consumer needs and maintaining efficiency within the value chain.

Timeliness is crucial to attracting customers in this field, because from the Thoughtworks text, we know that:

The theoretical flow time of each path is determined by adding the work contents of the activities along that path. Thus the theoretical flow time of path 1 is 100 minutes and that of path 2 is 127 minutes. Path 2 is then the critical path and the theoretical flow time for the Deluxe model is 127 minutes.

The most significant concern for Paul Davis franchisor office is quality control to protect its name and branding. This is driven by two factors. First it allows the franchisor office to sell more service territory to the new potential franchise buyers and secondly leveraging large geographical footprint it allows the brand to build new business opportunities with Insurance companies. Thus Paul Davis treats performing quality work as its distinctive capability. However, insurance companies are evolving and are demanding faster service. They no longer view quality work as the only requirement to win contracts. They simply treat it as order qualifier rather than order winner (Krajewski, Ritzman & Malhotra, 2013). The customer expects quality work and faster completion time. In other words, the mission critical requirement for the insurance company (customers of Paul Davis) is getting quality work completed in a timely fashion for its policy holders (customers of Insurance company). The insurance adjusters get graded on how quickly they can close the claims to maintain insurance policy holder’s satisfaction. This in turn generates longevity for property owners to retain the policy with the insurance company (Stevens, 2012). Even though there is a customer driven pressing need for the businesses to measure the delivery speed of the project completion, but Paul Davis is currently not focused on tracking delivery time. The company has a strong well trained workforce and

Meanwhile, in operational stage, through improving seller service, customer satisfaction increased which is helpful for building or maintaining the loyalty of customer for companies. As a result, it can sale more productions to increase revenues and profitability.

An important part of the operations of an organization are the challenges that accompany them. An operations manager needs to work through these challenges and manage their time effectively otherwise the operations of the company could become inefficient. This can be a difficult task as a manger will likely never have time for everything and they will need to choose their priorities. (Zimmerman 2013) However in order to order to analyze the challenges that arise in the operations of La Senza it is necessary to know what operations are being disrupted, it is necessary to know how operations would be run without any problems.

This will help the company to deliver product and services that satisfy customers, hence increasing profitability.