For Acme Home Improvement to boost their income, they are trying to increase their territory and jump into the global market. Acme Home Improvements opened a new store in Mexico City in Central America and offer the public their home improvement requirements for commercial builders to project builders. The Acme operations analysts have proposed a standard day job schedule for planners for Acme Mexico City (AMC). The plan for the schedule is accommodating with Mexico’s labor laws and company guidelines in scheduling the Part-Time (P/T) staff’s 50% of a day’s total scheduled hours. The proposal complies with the advanced planner’s imposition not to have 30 customer service associates scheduled during a shift to prevent any unnecessary control costs which also includes not scheduling P/T employees to start shifts after 7:00pm. In the proposal, it states that an hour lunch break to any Full-Time (F/T) customer service associates scheduled and takes into account the conditional market dynamics. The conditional market dynamics consist of scheduling the customer service associates based on the trends, customer demographics, and shifts of the store.
In order to improve the proposal’s cost effectiveness, it would be recommended to use AMC’s advanced planner’s projected scheduling during the shifts between 7:00am and 11:00am since the proposal schedules unnecessary customer service associates. If the changes are made to the proposal, it’ll supply an even reduced staffing cost and enables scheduling to be flexible within operating hours that need supplementary coverage. In order to promote the customer service staff scheduling proposal, Acme operation analysts and the AMC advanced planners utilized linear programming. Since the line...
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...a day and F/T associates will learn $1100 during a day. The rate of pay for all P/T associates will be reasonable compared to the F/T associates who earn $550.00/4 hours. The Acme operations analysts and the AMC advance planners utilized the linear programming to develop the proposed assignment schedule. The linear programming is a technique used to evaluate the most beneficial way to earn a desired outcome. The linear programming allows companies such as Acne to be proactive in developing schedules that are low-budget and efficient for creating schedule for irregular days. An irregular day could consistent of days that affect a contractor to accomplish their daily work such as weather or other administrative tasks such as permits, inspections, and including national holidays. Linear programming is a instrument that supplies outcomes in a practical situation.
Home Depot is the brainchild of Bernard Marcus and Arthur Blank and came about after both men lost their job in the home improvement industry in 1978 (Parnell, 2014). Home Depot has acquired several smaller home improvement stores in both the U.S. and abroad through the years which enabled it to position itself as the world’s largest home improvement chain (Parnell, 2014). Home Depot focuses on the do-it-yourself segment of the market and sells sells tools, construction products and services. Marketing is a strong point for the company. They are able to maintain a competitive advantage by keeping themselves available to their customers at all times. Home Depot has been using both online and offline marketing efforts. The internet has become a very useful tool for the company and part of the reason that they are leading the market in DIY stores. Home Depot currently provides DIY videos on YouTube and Vine that cover current topics that consumers are likely to be interested in. They also have social media pages on Facebook and Twitter, where they have a huge following. They provide online communities where actual employees answer consumer’s questions and provide assistance on
Six flags is a company that has 29 theme parks with a Chief Corporate Engineer, Larry Chickola. Larry overseas all the projects for the parks and has teams of engineers that help take care of technical issues and building and construction. All six flags projects have a comprehensive plan for completing the work in a timely fashion. They have written statements as to what work is to be done and dated schedules for completion. They also have to include tasks and sub tasks all being figured into the budget. There is a “work package,” which is a group of activities assigned to break down each task and sub task to fit these into manageable quotas. They feel this is the key to managing logistics.
In this case analysis, the relationship between different drivers of profit for Store 24 are examined and its implications on retention. In the first part, employee tenure, and several site location factors will be examined relative to the goal of profitability. After that, several recommendations will be done to the management of Store 24 regarding the employee retention program. Next to this, a possible relation is examined between managerial skill, service quality, and profit. Hereafter, data analyses are applied to test hypothesis regarding these variables.
At the beginning of the year, a work schedule policy change was made to increase production hours as a result of company growth. The previous Monday through Friday work schedule
The parking control office is currently operating with thirteen full time employees and approximately ten part-time student assistants. Of these twenty-three people, only two are able to work the counter where tickets are paid and appeals are made. With the increasing number of students and visitors on campus, more traffic is coming through the parking control office. There is often a long wait in line, which eventually leads to hostile attitudes from the customers. These problems only slow the process down even futher. This increasingly slow process is beginning to cause time related problems on part of the students, visitors and the staff of the parking control office.
The purpose of this study is to look deeper at three variables that have a relationship with employee service performance at the Carson City Costco warehouse. The study will allow management to implement methods to promote better employee service performance.
The detail of projected labor rates and number of staff required, and other staffing requirements are mentioned as follows
Chern’s has a really great staffing strategy. They have one store manager, eight department managers, eight assistant managers, 100 full-time employees and 25 part-time employees. The way Chern’s has set up their store is strategic because the 25 part-time employees are hired to continue
Hkust and Hkust (2002) expressed that limited research studies have been conducted to determine how service waits can be controlled. To control the time customers’ wait in line,
Bayfield operated 24 hours a day divided into three-shift operation: shift 1 operating from 6.00 am to 2.00 pm., shift 2 from 2.00 pm. to 10.00 pm., and shift 3 from 10.00 pm. to 6.00 am. Using the data Bayfield staff recorded, we find UCL, LCL, and the average mean of the samples below:
Purchasing my first home was a monumental moment for me, yet there were so many steps involved. The acquisition was a process, far more extensive than I had ever realized. I had select criteria, and felt I satisfied this well. As a mother I needed a clean and safe environment in which to raise my daughter; as a first time home-buyer, I had to do this within a modest budget. I found a quiet little neighborhood on the edge of town; it was a dream come true. It was the perfect family neighborhood. I bought a cute little house in a cul-de-sac, no more apartments, and no more stringent guidelines. I had a protected investment and felt in control. I am not an experienced home-buyer, so it is quite possible I missed a few warning signs. My neighborhood is replete with rental properties. Neighbors came and went, few with lasting ties. There was a noticeable decline in property maintenance, as well as morale. If you’ve ever mistaken the neighbor’s home for a yard sale, then you know what must be done. In order to protect our investments, the residents of Windsor Village need to organize a homeowner’s association.
The "Setup Hr." is derived from dividing the setup (minutes per job, as illustrated in exhibit 6.9) by 60 minutes. Likewise, the hourly capacity of each operation (Rate Pc. Hr.) is solved by dividing 60 minutes by the run (minutes per part, as shown in exhibit 6.9).
Working, we all hated it at one point in our life. Sadly, working is part of our lives whether we want it to or not. It approximately started in the 1800s. Women were not allowed to work, so they did little work around the house when able to. Also throughout the 20th Century, Americans have said that “ the DIY home improvement movement has through the years strengthened family ties” (“Do-It-Yourself Show Traces America's History of Home Improvements”). DIY home improvement is very hard work and requires full attention, so mistakes that could be made, won’t happen because the full focus is on the project. But we have a choice, either do it ourselves or pay and get someone else to do it. This is when DIY home improvement can be essential in
For a business to grow into a more profitable one, the manager should emplace measures to insure that customer service is made number one priority. After implementing a structure, it is recommended that the customer service representatives, along with other employees in the business, undergo continuous training in order to maintain the standards set out by the customer service model. Having the right structure in important in any business entity and will have positive implications on its profits.
The cafeteria serves about one hundred and fifty residents of Cambridge Hall and approximately one hundred residents from Nottingham Hall. The cafeteria serves hot foods, salads, snacks, sandwiches, and beverages. The data has given me information on the percentage of customers that preferred a hot meal (interactive and precooked) to snacks, the ratio of customers that prefer precooked hot meals over an interactive hot meal, line formation, service times at the different stations, arrival times and the location of the different stations. I also learned that the peak hours of operations are from 5:00 p.m. to 6:30 p.m. and that the cafeteria has two cash registers available but only one is being utilized during the peak hours. If customers decide on a hot meal there is a 2 to 1 ratio that customers will purchase a precooked meal over an interactive meal. Through an informal customer survey, reasonable waiting times were established for the precooked line (5 minutes), the interactive line (10 minutes), and the cashier payment line (1minute).