The Theory Of Service Response Logistics

Since 1945, Canada based Shouldice Hospital has gained a reputation around the world for their primary performed surgeries and services in hernia repair. Shouldice’s main objective is to take the inconvenience of being diagnosed with a hernia and turn it into a quick and even enjoyable experience for their patients. This is all possible through Shouldice’s service delivery system, consisting of selecting patients that do not hold an overly complicated hernia in order to perform a superior surgical technique established by Dr. Shouldice. The patients endure an active stay to ensure a proper, speedy recovery, and a quaint estate resembling a country club accompanied with a pleasant staff and encouraged socializing with other patients that give them a unique experience. After the patient's stay, Shouldice Hospital invites them back for a yearly gala Hernia Reunion dinner to follow up and provide a complimentary hernia inspection. The lifelong bond that Shouldice has been able to establish and maintain display the above and beyond service they’ve given their clientele for decades.

Shuzworld aims to keep customer satisfaction at its highest. A customer approach that focuses on making the customer happy is of upmost importance. One way to achieve this is to ensure that customer wait time is kept to a minimum. Specific questions have been posed for concern; how many customers will be in the system; how many customers on average will be in line; and what the probability is of one being in line or being served? The company is looking at staffing each

The main purpose of this research study is to come up with a strong analysis on the performance level the restaurant. The following objectives have been brought forward with regard to this purpose.

For instance, over a period of time the inter-arrival rates had a consistent trend overall but the service times for each customer did not follow the same consistency. The data collected showed transactions involving returns occupied more time, usually in the range of 1.5 to 2 minutes and sometimes more. Transactions that were less than 1.5 to 2 minutes were purchases-only. The environment of the checkout area was taken into consideration. The setup of products in the designated waiting area is a positive way to distract customers from actual waiting time. This arrangement also maximizes store profits as patrons are tempted to make impulse purchases. This was the immediate inherent explanation as to why only one check-out/returns line is used. Although there is a designated waiting area, if service times are slower than the arrival rate, the queue extends past the designated waiting line and blocks merchandise intended to be viewed by customers not in the queue. Blocking off merchandise and the visual image of a line extending past the designated area negatively impact the experience of a customer and the decision to wait in line. The loss of a customer is associated with a cost to Winners. Therefore, for every customer that leaves the system before they have been serviced represents a cost to store management in addition to operating and waiting costs. For this report, only the

This report will give an overview on the how the project is coming along and explain in detail the methods used. Using the data collected will be able to improve the waiting time that the customers have to wait and receive their meals. The report focus on the data collected from the observation to be able to find the distribution.

From the observations of the restaurant and the interview with a full-time employee, it was evident that the queueing problem was typical, especially for ‘Today’s special Hot-food menu’ during the peak hours of Fridays between 12:00-14:00. This queueing problem affected the total time taken to be fully served, taking up to 7.7 minutes, which the problem was analysed in the group report.

For this project, the workplace studied was the Panera Bread near Ryerson University. This restaurant operates by having customers form a line to get their order taken to get take out. Orders that were taken to be consumed in restaurant were not included in this study. A brief outline of the process of the system is as follows. Once a server is available, the customer approaches the cashier and relays their order. This can be a lengthy process as the cashier will often take time to ask the customer questions regarding combinations and offer points card, which add to the overall time the customer takes to order food. Then the customer pays using credit, debit, or cash. After the transaction is complete, the customer moves over to the other desk to wait for their food to be prepared. Once their food is prepared, they take their food and exit the establishment. This process can be viewed in Figure 1 below.

The stakeholders associated with this project are broken down into four categories, based on three processes of inventory management and a category for stakeholders that do not necessarily fall into any of the categories of inventory management. Raw materials receiving stakeholders include supervisors, receiving area teams, raw materials delivery partners and inventory clerks. Manufacturing with inventory stakeholders include manufacturing staff and inventory clerks. Final product shipping stakeholders include, Riordan Manufacturing’s customers, sales staff, sales order clerks, shipping department and inventory clerks. Additional stakeholders include members of the IT department tasked with maintenance and management of technology proposed in this service review and Hugh McCauley, Chief Operating Officer of Riordan Manufacturing.

Traditionally, Service quality can be portrayed as the result from client comparison between their assumptions about the service they will use and their insight about the service company. That implies that if the insight recognitions would be higher than the desired the service will be considered as fabulous, if the desires rise to the insight observations the service is viewed as great and if the desires are not met the service will be viewed as awful. For a service to be considered as good the organisation is required for making customers satisfied and service quality should be associated with customer perceptions and expectations. (Carlsson, 2010)

1 The tourism school, Zhejiang Gongshang University, Hangzhou, China; 2School of Business Administration, Zhejiang Gongshang University, Hangzhou, China. Email: chenjue8@yahoo.com

In this essay, two companies will be identified and described on how they utilize a queuing system. Only two of the four most basic waiting line structures will be discussed: single-server and multiple-server waiting lines. Since waiting is an integral part of many service related operations, it is an important area of analysis. Each queue system has its advantages and disadvantages, but with no doubt each company’s goal is to cut down on the waiting time and that customer returns. In particular, we examine their implementation of both processes and try to find solutions to improve the waiting line process.

It is important for FSS to track information of a customer order and food delivery but somehow, such service level is failed. The problem of service failures including mis-interpretation of customer order, mis-picking of products, damage to goods during distribution and incorrect invoice affects the customers, managing director and the company staff. These arise from manual order, generation of dispatch notes and the loading of picked orders onto trucks for delivery, manual picking list as well as from completed delivery notes and the generation of Invoices. The impact of which is a dissatisfied customers and losing of business.

The paper presents an analysis of the different factors influencing the restaurant industry and how these factors increase or decrease the demand for such services. The hypothesis that will be examined is that the performance of restaurants is mostly based on the type of food chosen by customers when they decide to go out for dinner, lunch, breakfast, or simply for a snack. What type of food refers mainly the nationality or concept of the food, (traditional American, Italian, Indian, Latin, or from any other type of culture). This factor is important because when customers go out to for dinner; they decide what to eat before deciding where to eat. That is why this factor is considerably important according to the hypothesis.

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.

In an ideal situation, customers would not have to wait for the delivery of products and services. However, in the real world, organizations cannot always match exact capability and demand; therefore, waiting is frequently inevitable while purchasing, especially in service marketing, as service firms can barely inventory their “stock” for sale at a later date (Lovelock, 1992, p.154). In general, waiting in lines – known as “queuing”, happens when the number of customers arrive at a facility exceeds the capability of the system to serve them (Lovelock & Wirtz, 2011, p.260). Basically, this essay will state the relationship between queuing and customer satisfaction, as well as relationship between customer satisfaction and