...Comparative Evaluation of Retail Service Operations Chris O’Dowd Carlos Rodriguez Doug Sefcik Thao Nguyen Joshua Shibler Sam Lalgee The University of Texas at San Antonio Feasibility Report September 24, 2015 Included below is a feasibility report for the retail operations of five different retail companies. The purpose of this report is to compare these service operations across six major categories: I. II. III. IV. V. VI. Nature of Services and Classification Competitive Factors Tools and Service Strategies Service Operating Systems Service Quality and Benchmarking Facility Location and Site Selection Each section will be followed by a comparison and evaluation of the service operation systems within that section. The five service organizations that we will be examining in this report are: Best Buy, Wal-Mart, Sak’s Fifth Avenue, Amazon and the specialty kiosk I Play N Talk. Service Organizations Best-Buy Best Buy was founded by Richard M. Schulze in 1966 and has become a powerhouse in the consumer electronics industry. Their headquarters are in Richfield, Minnesota and they operate in the US, Mexico, and Canada. BestBuy has grown into a huge retail chain spanning over 1,400 stores. They started by the name “Sound of Music” in 1966 until 1983 where it was renamed to what we know it now as Best-Buy. Best-Buy employs around 125,000 people and they generate $40 billion annually. Amazon Amazon is not like most businesses. Although its headquarters...
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...Appendix A: A Sample Evaluation Plan TB Support Program Evaluation Plan for January – March 2004 Prepared by: Ana Garcia TB Nurse Department of Health and Human Service Division of TB Control & Prevention Lull County November 15, 2003 |Note: The scope of this evaluation plan is based on a small size program. TB program staff is encouraged to start their | |evaluation small, focusing on areas or program components where improvements may be needed most. | INTRODUCTION Tuberculosis was not a major concern in Lull County until in the recent years. According to the county report, an average of 3 cases was reported per year from 1995 to 2001. In 2002, six new cases of TB were identified within three month period. Unlike previous years, the infected suspects were new immigrant Salvadoran men rather than the predominant white population. In response to this epidemic, “TB Support Program” was implemented by the county health department director, Henry Evans, to control and prevent further transmission of TB in Lull County. Evaluation Goal The goal of this evaluation is to determine the effectiveness of “TB Support Program” in preventing transmission of TB among Salvadoran immigrants. This evaluation will investigate components of the TB Support Program that are performing optimally and should be expanded and replicated in future initiatives. In addition, this evaluation will help determine...
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...It is not a part of the Request for Proposal, nor will it be made part of any resulting contract. The QASP is provided in order to give the Contractor an understanding of the Government’s Quality Assurance Surveillance Efforts for this contract. It is designed to aid the Contracting Officer's Representative (COR) in providing effective and systematic surveillance of all aspects of the Fort Huachuca Directorate of Logistics Base Operations Services being provided under the contract. B. Purpose: 1. The purpose of the QASP is to assure that the Government is receiving the services specified in the Contract and that the services meet the performance standards specified in the contract. By employing a fully developed QASP, the Government and the Contractor achieve an understanding of performance expectations and how performance will be measured against those expectations. A complete and robust QASP ensures that all aspects of the contract are measured and receive fair and proper weight in the overall evaluation. Results of the QASP evaluation are a direct and significant input to the Fixed Fee process for this Contract. It provides for monitoring all contract requirements through a combination of methods. This Quality Assurance Evaluator (QAE) Surveillance Plan was based on the DA Pam 5-20, American National Standards Institute (ANSI)/ ASQC Z1.4–2008, OFPP Pamphlet No. 4, AFARS, OFPP Guide to Best Practices for Performance-Based Services, DOD Performance-Based Services...
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...the quality. Preference should be given to the following types of suppliers, providing this involves no sacrifice in quality, service or price. 3.Supplier with adequate financial strength who also have a reputation for adhering to specifications and delivery schedules. 4.There will be two types of accreditation. specific to suppliers class: *Non-primary – supplier may either be New (with minimal transaction and no established performance history) or Accredited (with frequent transactions but on a short-term basis). Accreditation will focus on establishing legality of business and supplier’s capability to supply/deliver. *Primary – Supplier who has demonstrated an excellent performance history and transactions are on a long-term basis. Evaluation will focus on establishing supplier’s capability to sustain excellent performance and support long-term relationship with MEGAPUI. 5. The following documents must be submitted for accreditation *Non-primary -Standard Documentation - Supplier Information Sheet, Company Profile, List of Goods and Services, Incorporation Papers (if applicable), Certificate of Registration, Business Permit, Certificate of Authority to sell (for resellers/dealers, Exclusive Distributors) *Primary -Standard Documentation - Supplier...
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...involved in the effective management of conference and banqueting events Administrative procedures: function sheets; booking diary; the contract; pricing and packaging; discounting initiatives; space utilisation Financial, legal consideration and marketing consideration: licensing law implications, health and safety legislation eg Health and Safety at Work Act 1974 (HASW); hygiene regulations; product placement, targeting and selling; required profit margins Function etiquette and protocol: religious and cultural guidelines, protocol appropriate to different occasions, weddings, formal dinners, room design, seating plans, role of master of ceremonies Performance and quality: evaluation and review techniques, client and guest evaluation procedures, venue appraisal, profit realisation, closed loop evaluation methods LO3 Understand food production and service systems Food production systems: types eg cook-freeze, cook-chill, vacuum packaging, pre-prepared, sous-vide, traditional partie system, modern partie system Food production styles: styles eg banquet, buffet presentation (finger, fork, full); stages in the food production process Food and beverage service: styles eg banquet service, full silver service, family service, lay-up styles; room plans; beverage service; the...
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...Feedback Pitfalls to Avoid Performance Appraisal System Feedback Managerial Steps Provide constructive feedback Demonstrate personal accountability Focus on specific behavioral outcomes Balance accolades / issues Encourage two-way communication Redirect focus to positive future outcomes Performance Appraisal System Company Benefits Productive, Loyal Employees Reduced Employee Turnover Lower recruitment and training costs Enhanced business reputation Identification of high-potential employees Evaluation of Teams Team Performance Evaluation of Teams Strategy Evaluation of Teams Performance Differences Team Individual Succession Planning Reasons for Adoption Mitigate risk due to employee turnover Availability of skilled replacements Prepare highly qualified candidates to fill executive positions Maintain continuity of operations Succession Planning Company Use Formal vs. informal Employee development Knowledge transfer Mitigate risk of discrimination actions Succession Planning Organization Use Assess the organization Determine key positions Identify competencies for key positions Identify...
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... 1. Repair the broken press and install a new one, thereby increasing productivity. Pros * As a result of the new equipment, working process will be reduced, and the productivity will be increased. * Demand of long-term development will be met Cons * Impact on budget and performance evaluation * High cost for repairing and installing new press 2. Develop comprehensive initiative to initiate wide variety of changes, such as installing more efficient machinery, redesigning employee job responsibility to reduce workers idle time and documenting processes to attain QS 9000. Pros * Flexibility of assembly line * Continuous improvement and cost reduction. * High standard of quality and reliability as a result of QS 9000 Cons * Some workers don’t want to change the work environment, so they need time to accept new work roles. * Disloyal workforce due to change in job responsibility 3. Retain employees, and provide Training program to employees to make them more efficient in carrying out various processes. Pros * Lay off worker may get opposition from the union, and it is discouraged for all employees. * Operations cost will be reduced. Cons * Cost of training programs. * Underperforming workers increase the total cost. Recommendation I strongly recommend alternatives 1 and 2 to solve the problem. Alternatives 1 will yield high...
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...Seminar in Program Development & Evaluation Steps of Planning Model for Program Development: 1. mission statement – general idea or main purpose of program 2. assessment & evaluation – inventory of internal assessment, resources and review of policy & regulations 3. needs assessment – involves both perceived & real needs 4. determine & set priorities 5. writing goals & objectives – objectives involve: a. who? b. to what extent? c. under what conditions? d. by what standards? e. within what time period? 6. step-by-step activities & procedures – pilot projects & consideration of other internal & external threats 7. develop timeline chart 8. implementation of the project 9. evaluation & feedback 1. Mission Statement – a statement by an organization that contains detailed info. about the overall direction & purpose of the organization a. usually based on a general observation, an obvious need, seen need or interest, or need assessment result b. it’s an administrative statement that guides planning & decision-making c. not restricted by time elements d. philosophy of an organization e. identification of the self-concept of the organizational program f. identification of general service catchment areas & target populations and markets to be served g. define terms & shared definition of problem of target population 2. Assessment & Evaluation – an inventory of resources and review of policy...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...employees are not performing up to a certain standard or at an expected level of performance. The difference between actual the actual level of job performance and the expected level of job performance indicates a need for training. A training analysis is conducted ultimately to identify what areas of knowledge or behaviors that training needs to accomplish with learners. The analysis considers what results the organization needs from the learner, what knowledge and skills the learner presently has and usually concludes with identifying what knowledge and skills the learner must gain. Usually this phase also includes identifying when training should occur and who should attend as learners. Ideally, criteria are established for the final evaluation of training to conclude if training goals were met or not. Depending on the resources and needs of the organization, a training analysis can range from a very detailed inventory of skills to a general review of performance results. The more complete the training analysis, the more likely that the employee's training will ultimately contribute results to the organization. This report is a Project Report prepared as a requirement for the conclusion of the MBA Program. As per requirement of MBA program of Metropolitan University, after completion of 62 credits a student has to complete a project program. The primary goal of project is to provide an on the job exposure to the students and an opportunity for translation of theoretical conceptions...
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...SYSTEMS • Supervision • Objectives • Program DEVELOPMENT Series 2 ORGANIZATIONAL MANAGEMENT Monitoring and Evaluation • SUSTAINABILITY • Module 4 Monitoring and Evaluation and Management Information Systems (MIS) 2/ MIS, Monitoring & Evaluation Introduction Monitoring and Evaluation Process points: Types and levels of monitoring and evaluation activities Some monitoring and evaluation definitions What are indicators? Methods and tools for monitoring and evaluation Steps in planning and conducting monitoring and evaluation ❐ Tools and techniques: How to write your evaluation report Tips for improving monitoring and evaluation of your project Management Information Systems (MIS) ❐ What is on MIS? ❐ Why is an MIS important? Sources for decision making, monitoring, and evaluation ❐ Targets Designing an MIS Using data to inform your MIS: conducting a baseline study Performance information Key questions in designing an MIS Institutionalizing an MIS in an organization MIS: step-by-step Using MIS outputs for decision-making How is information used in the organization? ❐ How does information flow in your organization? A word about reporting ❐ Tips and Tools: Report preparation checklist A final word about evaluation ❐ Process evaluation ❐ Output evaluation ❐ Effects evaluation ❐ Short-term impact evaluation Summary 1 2 4 5 5 7 8 9 10 1 1 1 1 13 1 2 1 3 1 5 16 1 7 19 20 2 1 22 25 26 27 ...
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...agency to assess a program is by finding out what the outcome would be. Process evaluation pinpoints the areas of the program that have been achieved and it also looks at the complications the program experiences. Even though a program may have a great outcome, you may still have an inaccurate process. Process evaluation views the environment where the program is managed. Process evaluation is measuring the difference between what is a plan and what is the reality. Process evaluations also view the inside operations of a program. Outcome evaluation, on the other hand, helps to show all of the effects of the programs purpose. This evaluation may show if the goals that were set have been reached and is accompanied with any advice to help make the program better. This outcome evaluation is a non stop way of planning and gathering data. Outcome evaluations can help evaluate the instruction and show that the program is seeing a change in the community. It is possible to combine the process evaluation and the outcome evaluation. I feel it is a good idea to do both evaluations because you can never be too careful. Classmates what is your opinion about using both evaluations at the same time? Process evaluation lets a non profit organization see how the program is made, the structure, and helps to support the program. This evaluation records the progress of a programs performance. Process evaluation helps the people on the board to see if the outcome of a program was reached...
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...efficiency and reduce variance in internal operations 2. To focus on reaching and exceeding customer satisfaction through six sigma 3. To train more skilled and motivated employees to match the expected changes of the organization’s operations III. ALTERNATIVE COURSES OF ACTION a. Strategic planning and systematic evaluation for final tests of products Advantages: * It provides a regular evaluation of company operations and directions, with opportunities to make improvements to actions, activities, and strategies, and most of all, it is very efficient in reducing cost. Drawback: * it will take time and is hassle to accomplish b. Assessment on the costumers preferences if it fits to the company’s Advantage: * It will help the company decide well if their innovations brought good effect to their company and if it meets what customers’ preferences. Drawback: * It consumes much time and cost c. Evaluate skilled workers if they match the changes in performance and motivation Advantage: * will be very useful to ensure they qualify and follow certain standards Drawback: * some employees might be found not productive and contributing enough IV. CONCLUSION I conclude that the company needs to get an overall picture in reducing their cost while focusing on the performance of the whole workforce. They should capture failures in a more timely and cost-effective manner, conduct team evaluation, which is a very effective method of determining...
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...A product that meets or exceeds its design specifications and is free of defects is said to have high quality of conformance. Preventing, detecting and dealing with defects cause costs that are called quality costs or costs of quality Categories of Cost of Quality Internal Failure Costs The costs of deficiencies discovered before delivery. We associate deficiencies or nonconformities with the failure to meet explicit requirements or implicit needs of external or internal customers. Internal failure costs come from deficiencies discovered before delivery. These include all the costs associated with the failure (nonconformities) to meet the needs of your external and internal customers. This failure cost is one of the 4 key components of quality costs. Examples: • Scrap: The labor, material, and (usually) overhead that created the defective product. The item cannot be economically repaired. The titles are numerous scrap, spoilage, defectives, etc. • Rework: The cost to correct the defective material or errors in service products. • Retest: The cost to retest products after rework or other revision. • Changing processes: The cost of modifying the manufacturing or service processes to correct the deficiencies External Failure Costs External Failure Costs come from costs associated with defects that are found after the customer receives the product or service. These costs included lost opportunities for sales revenue. Lost sales revenue costs would disappear if there...
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...performance analysis for microfinance programmes and institutions in order to evaluate actual or expected programmes. Performance evaluation approach should be considered from two distinct perspectives: 1) The first approach is related to the performance of a single project managed adopting a perspective like that of project financing, as could occur in the case of non-formal institutions, mainly an NGO 2) Other performance evaluation relates to an MFI that handles significant operative volumes, and reasons from the vantage point of a portfolio of projects 7.2 Performance Analysis 7.2.1 Performance Features Performance analysis is the process of evaluating the actual results produced by a project, or by an institution, in relation to the results that were expected. The foundation of performance evaluation is the availability of data relative to each area of management and to the individual operations of each area. The performance evaluation is a process based on complementary, yet diverse, information related to the operation of singular aspects of management. It permits us to satisfy three main objectives: • To formulate ex ante realistic expectations of the available resources • To monitor over time the management operational ability to achieve the objectives; • To evaluate ex post the results achieved An efficient system of evaluation must have the requisite characteristics for achieving the following objectives: • The comparability of performance in time • The...
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