Pick an organisation (i.e., a company, government department, or not-for profit) that operates in New Zealand.
Select PART of that organisation that provides a distinct and well-defined service that you can access as an external customer (i.e., a consumer) so that you
understand the activities that are undertaken in the delivery of the service. Example – do not pick “NZ Post” but pick the “send an international parcel”
process at the local NZ Post branch so you can observe how they process the parcel, weigh it, sign customs declarations etc. before they take it from you for
the final delivery. You cannot see the delivery and so you should focus your attention on the activities you can observe in the post shop itself.
You should have visited this service and used this service. While you are visiting it, examine who is doing what, observe the queues, and how customers are
i. Use secondary sources (e.g., websites or newspaper articles) where necessary; you do not need to know the formal operations strategy that
would be outlined in an internal company document and you do not need to interview anyone in the company. From the secondary sources
you should be able to infer their operations strategy.
ii. Provide justification for your answers; e.g., use evidence from your personal experience, company website, advertising material, or other
company reports as required. Critical thinking and analytical thinking will be required when working from many sources.
iii. All supporting material you used must be correctly cited and fully referenced.
A Describe the organisation’s operations, markets, customers, suppliers, and key product/service
B Articulate the Operations Strategy and clearly identify the top two operations sub-dimensions
that they compete on. Justify your answer with evidence.
i. Clearly reference concepts from week 01.
ii. Connect the concept to the evidence.
C Describe (including the average processing time) each of the steps in the process
i. Aim for about 8-12 steps in your process.
ii. Aggregate the steps accordingly or pick a section of the overall process.
D Create a basic process flow diagram (e.g., see Chapter 3). 10
E Many organisations have a different ‘flow time’ (i.e., the time you spend in the system, including
time waiting) and ‘total processing time’ (i.e., where your needs are actively being met; this does
not include time spent waiting). (e.g., see Section 2.3 in the text.)
Evaluate relevant factors that might lead the organisation to have a flow time that is different to
the processing time.
F Identify (with justification) the bottleneck of the process.
Consider how the customer experiences the service in terms of waiting and queueing.
G Evaluate whether the firm manages queueing and waiting for customers in a way that fits with
their operations strategy.
NB: refer explicitly to your previous answers to support your evaluation.
H Explain how the firm can further improve this alignment.
I Suggest and explain two changes that could be made to the system (without incurring significant
capex) that will reduce the customers’ perception of waiting time.
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