Case Study Flashcards
(16 cards)
What are the three main service lines at KTS?
Domestic boiler servicing, Business boiler servicing, Design and installation of HVAC systems
What is the profitability status of the new design and installation service?
Customer satisfaction is high, but the service is currently running at a loss due to underutilisation and fixed investments
What issue causes most scheduling problems in domestic servicing?
Emergency call-outs, which are unpredictable and time-sensitive
Why is technician flexibility limited between domestic and business service lines?
Business technicians have stronger reporting and customer interaction skills, which domestic technicians may lack
How much technician time is wasted at KTS?
Up to 30% due to non-value-added activities like form-filling and searching for technical information
What are Mark’s strategies for reducing waste?
Use KPIs, better demand forecasting, improve dispatching, streamline admin processes, and invest in training
What new market opportunity is Mark considering?
Offering total HVAC outsourcing services for business clients
What is the long-term threat to KTS’s core business?
Transition away from fossil fuel systems due to climate policy and rise of renewables like heat pumps
Which OM topic fits KTS’s technician allocation problem?
Capacity planning, job design, and layout strategy
Which OM topic relates to Mark’s desire to reduce non-value-adding activities?
Lean operations and waste reduction (e.g. muda, value stream mapping)
Which OM framework is relevant for future-proofing KTS against renewables?
SWOT analysis or PESTEL for long-term capacity and strategic adaptation
Which quality concept is key to customer satisfaction in emergency repair?
Robustness of repair (conformance to specification, Gap Model of Quality)
How could KTS better align technician skills with customer expectations?
Use TQM principles and targeted training to improve technical and communication skills
What is planning and control
managing ongoing allocation of resources/activities to ensure the operations processes are efficient and reflect demand for products and services. planning determines what is intended to happen, control is the process of coping when things do not happen as intended, control makes adjustments to achieve the objectives set by the plan
What are planning and control systems
information processing, decision support and execution mechanisms that support the operations planning and control activity
What elements are common in planning and control systems
customer interface (2 way information between operations activities and customers), supply interface (2 way information between ops activities and suppliers), overlapping core mechanisms that perform basic tasks (loading, sequencing, scheduling, monitoring and control), a decision mechanism involving ops staff and information systems that makes or confirms decisions
