The Department Of Motor Vehicles

Jerry Johnson is the site manager at a Department of Transportation (DOT) customer service office, where nine other employees also work. Mary Marshall, a former employee at that particular office of the DOT has reported to our office, the OIG of the DOT, that Jerry Johnson has been devoting his attention to his own personal things, such as engaging in “church work” and “political work” while on government time from the DOT.

The Department of Motor Vehicles (DMV) licenses and regulates vehicle-related businesses, such as license renewal, car inspections, and titling, as well as promotes public safety through safe operation of automobiles. Currently, the DMV is a governmental nightmare with a desperate need for improvements to its systems and processes. Therefore, it’s imperative to investigate the systematic issues(s) and the processes producing it in order to identify the performance problems and its causes.

This is to ensure that the necessary raw materials and physical resources are available at each stage, and that the workforce on site has the right skills for the scheduled work. The project management team will need to produce a series of planning documents that can be accessed throughout the project. Each member of the project management team must know their role and responsibilities, including which sections of the workforce they will be directly managing.

3. Two suggestions from other stores I would implement would be, I would buy two queue for our sales department and one for our repair shop. This would enhance fast service and convenience. While waiting to be attended,

Resources used will be primarily the project team members. To reduce risk all members need to be aware of the project schedule so that the right team members are available at the right times. Adequate computer resources, physical space and other support staff need to be ensured so that the project does not fall behind schedule.

Discussion: The system’s administrative infrastructure shall be installed and tested before the software is connected to any POS stations. Training for administrative personnel will be conducted in three separate sessions at each Kudler location, in order to ensure that all backroom employees are not away from their duties at the same time. (Alternatively, training can be conducted after regular business hours, if Kudler Fine Foods would prefer this method.) Once the infrastructure is firmly in place, POS stations will be connected to the system and tested one at a time. This should require no additional training for the cashiers – the duty manager will be responsible for informing them about the new functionality of the card readers as they report for work.

The allocation and cost of resources need to be carefully monitored if a project is to be delivered on-time and on-budget.

Many businesses are implementing technology to combat wage increases and remain competitive. Many larger retailers, such as Walmart and Kroger, have effectively maintained self-checkouts for customers for years. The self-checkout area may have four to six registers, manned by one associate. Larger gas stations are implementing new technologies, as well. Quick Trip(QT) has installed a system that allows the user to order food and drink by touch screen, print a ticket and pay at the regular counter, eliminating the need for extra cashiers and registers. They serve a variety of items such as specialty coffees, smoothies, pretzels, pizza, sandwiches, ice cream and more with their user-friendly system. In addition, pay at the pump has provided relief at long lines of gas stations for years. Restaurants such as Wendy’s, McDonalds, and Panera bread are currently investing in kiosk to serve the future needs of their customers. Wendy’s will have 6,000 locations equipped with kiosk by the end of 2016. "With the pressure on wages and minimum wage increasing in some places, (restaurants) are motivated," said Bob Welcher, president of Restaurant Consultants Inc. "From an operational standpoint, I can see the advantages." Welcher also adds that “The kiosks are more precise. They always are courteous. They always show up to work on time." (Malone, JD. "Wendy's embraces self-order kiosks." Columbus Dispatch, The (OH) 17 May 2016: Newspaper Source. Web. 9 Dec. 2016.)

Supported and empowered by VetPride’s executive leadership our proposed implementation plan is essentially flawless. Our executive leadership team plays an active role during implementation and throughout the duration of the contract to ensure the customer’s complete satisfaction with the services provided. Renowned by exceptional attention to customer service and operational detail, VetPride is by far the best choice. We maintain this distinction by rigorous standards of recruiting, hiring, training, evaluation, and ongoing empowerment. VetPride is committed to a partnership with our clients by providing efficient and convenient parking services. We focus on adaptability and responsiveness to our customer’s needs. We strive to conduct ourselves and serve our clients and customers with unwavering dedication and integrity. Currently, VetPride successfully manages and operates the 20 VA Medical Centers throughout the United States and has zero unresolved claims for personal or property damages. We are committed to the healthcare industry and highly motivated to take Stratton VAMC parking operations to new levels of customer service and success. We welcome the opportunity to do so. As a leader in the healthcare parking operations, VetPride has extensive experience in implementing valet parking service programs ranging from simple to complex operations for hospitals. We would begin by forming a start-up team composed of VetPride and the Stratton VAMC management. The intention of the start-up team will be to provide a smooth transitional and successful introduction of our Company to support the hospital facility. The strategy is to share pertinent information, develop procedures agreeable to both parties,

The resources needed to implement this project were simply the supplies that were needed to be relocated. The supply company was used to order additional supplies from

Putre, L. (2011). No Line, No Waiting; Electronic Kiosks Speed Up Patient Registration. H&HN: Hospitals & Health Networks, 85(5), 13-13

This would accomplish not only cost saving measures in office space and information technology cost savings; but would allow the (CRASH) Crash Reduction Analyzing Statistical History, unit to begin to develop crime maps to analyze for crash reduction and data driven enforcement to reduce fatal/injury as well as alcohol related crashes. This division has expertise in the proper management in data management as well as presentation; they are a proven force in the community with the data driven crash program with reliable valid data in the seventy percent (70%) range. With our department’s partnership and ongoing relationship with IBM this should be a win-win situation for not only the department, but also the taxpayers of the great state of Tennessee (Subramanian, 2014). The evidence of it’s effectiveness is clear, in the 2016 State of the State Address, Tennessee Governor Bill Haslam, made the following comments. “Our highway fatalities are down 18.5 percent from their 50 year average. As a matter of fact, of the six lowest fatality years in the last 50 years, five of them have happened over the five years that we’ve been in office” (Haslam,

The Personalized License Plate process is currently not being monitored to ensure consistency with plate approvals/denials, voting trends and issuance of inappropriate plates. Additionally, a feedback process does not exist to advise committee members of the outcome of the voting. Without monitoring of the process and proper feedback, Personalized License Plates that should be denied may end up approved or vice versa, resulting in customer disputes and potential legal or political action. Additionally, the reputation of the BMV could be impacted.

Takata Corporation, founded in 1933 in Shiga Prefecture, Japan as a textile manufacturer using weaving technology to manufacture lifelines. Piqued by American research on adding safety belts to cars, Takata began doing their own research in 1952 using parachute technology to manufacturer seat belts. In 1973 Takata began to voluntarily participate in the U.S. National Highway Traffic Safety Administration (NHTSA) crash test. Takata was the only company out of six other companies to clear the 32.3 mph crash standard. It was in 1979 that Takata began to research air bags and begin developing child restraint systems. By 1983 Takata was supplying 800 air bags to various U.S. institutions and in 1988 established Highland Industries

When opening a new restaurant it is important to consider technology options that will offer competitive advantage, enhance profit, and work efficiently for the establishment. Three systems that are generally purchased for restaurant use are inventory systems, point of sales systems, and reservation management systems. All of these systems should be researched and compared on their functionality so the most suitable technologies can be implemented into the daily activities of the restaurant.