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Service Operations Management V2

Assignment A
1 Discuss the waiting line management .
2 Differentiate between products and services.
3 Explain queueing theory.
4 Discuss services layouts.
5 Explain service costs.
6 Describe the components of Service Strategy.
7 Explain service quality.
8 Discuss the service expectation gap .

Assignment B
Service management in the manufacturing context, is integrated into supply chain
management as the intersection between the actual sales and the customer point of
view. The aim of high performance service management is to optimize the service-
intensive supply chains, which are usually more complex than the typical finished-
goods supply chain. Most service-intensive supply chains require larger inventories
and tighter integration with field service and third parties. They also must
accommodate inconsistent and uncertain demand by establishing more advanced
information and product flows. Moreover, all processes must be coordinated across
numerous service locations with large numbers of parts and multiple levels in the
supply chain.
Answer Section
Q.No 1: Explain the concept of service management.
Q.No 2: Discuss the aim of service management.
Q.No 3: When can service management be applied?

Assignment C
1. There are a few major areas in which technology now is able to help provide
key advantages to businesses in engendering customer loyalty by improving customer
service:
(A): wensite
(B): email
(C): advertisement
(D): all

2. The service sector, also called tertiary sector, is the ��.. of the three
economic sectors.
(A): first
(B): second
(C): third
(D): fourth
3. The service sector provides a service, not an actual ��.. that could be held
in your hand.
(A): cost
(B): cash
(C): profit
(D): product

4. A customer�s expectation of a particular service is determined by factors


such as
(A): recommendadtions
(B): past experiences
(C): personal needs
(D): all
5. Customers generally have a tendency to compare the service they �experience�
with the ����.. they �expect� .
(A): service
(B): cost
(C): cash
(D): profit
6. Increasingly service sector businesses focus on what is now being called the
� economy�
(A): knowledge
(B): politics
(C): banks
(D): companies
7. �����.. management deals with cases where the customer arrival is random
(A): process
(B): Queue
(C): both
(D): none
8. A cost is associated with customer ���. in line and there is cost associated
with adding new counters to reduce service time.
(A): waiting
(B): stopping
(C): sleeping
(D): all
9. These are the types of workflow layouts that managers can choose from
(A): product
(B): process
(C): fixed position
(D): all
10. Facility layout decisions are based on criteria aimed at creating an
effective and efficient ���. and high standard production.
(A): freeflow
(B): workflow
(C): both
(D): none
11. Facilities should be designed so that they can be �. expanded or adjusted to
meet changing production needs.
(A): easily
(B): stupidly
(C): sternly
(D): closely
12. ���. manufacturing systems most often are highly automated facilities having
intermediate-volume production of a variety of products
(A): fixed
(B): Flexible
(C): both
(D): none
13. The facility design should reflect a recognition of the importance of smooth
����.. flow.
(A): cash
(B): funds
(C): process
(D): all
14. ���tracking is to be avoided in whatever pattern is chosen.
(A): front
(B): side
(C): back
(D): along
15. When parts and materials move against or across the �� flow, personnel and
paperwork become confused, parts become lost, and the attainment of coordination
becomes complicated.
(A): overall
(B): front
(C): side
(D): back
16. Small business owners should make certain that the facility layout makes it
possible to handle�..
(A): process
(B): man
(C): machinery
(D): materials
17. The facility should be laid out in a way that is conducive to helping the
business meet its ��. needs.
(A): HR
(B): finance
(C): production
(D): markating
18. �����. factors that can influence the degree of attractiveness of a facility
include not only the design of the production area itself
(A): Design
(B): control
(C): development
(D): finance
19. Facility layout must be considered very carefully because we do not want to
constantly redesign the ���..
(A): cost
(B): profit
(C): facility
(D): all
20. Office layout criteria, although hard to quantify, are ��. of communication
cost and maximization of employee productivity
(A): maximisation
(B): minimization
(C): increase
(D): hike

21. The needs of service-oriented businesses, for instance, are often predicated
on whether customers receive their services at the location of the business
(A): virtual
(B): remote
(C): faroff
(D): physical
Most service-intensive supply chains require �.. inventories and tighter
integration with field service and third parties.
(A): SMALLER
(B): higher
(C): larger
(D): lesset

22. The aim of high performance service management is to optimize the ��..-
intensive supply chains, which are usually more complex than the typical finished-
goods supply chain.
(A): service
(B): employee
(C): seller
(D): entrepreneur
23. Most service-intensive supply chains require �.. inventories and tighter
integration with field service and third parties.
(A): SMALLER
(B): higher
(C): larger
(D): lesset
24. Improved service �. may increase economic competitiveness.
(A): cost
(B): time
(C): quality
(D): scope
25. A business with ���. service quality will meet customer needs whilst
remaining economically competitive
(A): low
(B): zero
(C): high
(D): only
26. Customers form service expectations from��..
(A): past experiences
(B): word of mouth
(C): advertisement
(D): all

27. Customers compare perceived ����. with expected service in which if the
former falls short of the latter the customers are disappointed.
(A): SERVICE
(B): employee
(C): seller
(D): entrepreneur
28. Individual service quality states the service ��.. of employees as distinct
from the quality that the customers perceived
(A): cost
(B): time
(C): quality
(D): scope
29. Service quality can be related to service
(A): potential
(B): process
(C): result
(D): all
30. The measurement of subjective aspects of ���. service depends on the
conformity of the expected benefit with the perceived result.
(A): employee
(B): seller
(C): entrepreneur
(D): customer
31. If the experience does not match the expectation, there arises a ���..
(A): cost
(B): cash
(C): profit
(D): gap
32. Process mapping should underpin all �����. redesign, demand, capacity,
activity and queue management, patient flow modelling and service planning.
(A): service
(B): employee
(C): seller
(D): entrepreneur
33. Moreover, all processes must be coordinated across numerous ���.. locations
with large numbers of parts and multiple levels in the supply chain.
(A): service
(B): employee
(C): seller
(D): entrepreneur
34. ���.costs are cost associated with purchasing of raw material and receiving
raw materials.
(A): holding
(B): ordering
(C): setup
(D): all
35. ���..Cost are cost associated with installation of machine for production.
They include clean- up cost, re-tooling cost and adjustment cost.
(A): holding
(B): ordering
(C): setup
(D): all

36. Outsourcing includes both����.. contracting


(A): foreign and domestic
(B): open and close
(C): black and white
(D): big and small
37. Companies primarily outsource to
(A): reduce profit
(B): increase cost
(C): reduce cost
(D): all
38. ����. has been identified as a means to ensure control, compliance and to
gain competitive differentiation through vertical integration or the development of
shared services
(A): Insourcing
(B): offshoring
(C): outsourcing
(D): all
39. �.. management in the manufacturing context, is integrated into supply chain
management as the intersection between the actual sales and the customer point of
view.
(A): SERVICE
(B): employee
(C): seller
(D): entrepreneur
40. In a waiting line scenario, there are cases of �. population of customers and
infinite population of customers.
(A): infinite
(B): finite
(C): both
(D): none

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