operation management - London eye case study
Question 1
Quality objectives:
“Quality means consistence conformance to costumer expectations” (Slack, Chambers & Johnston 2010 pg 40) Quality for the London eye could mean designing a structure that provides a bird’s eye view of London. Quality could also mean a high design of their processes, including ensuring that all 32 capsules are cleaned, staff are well trained in health and safety and are always professional at all times. Quality also means the London eye is safe and reliable. Quality also means that the timed admissions booking systems (TABS) is on time. Quality could also mean error free processing for their timed admissions system. Quality means that all parts for the London eye is made to specification and the assembly is made to specifications.
Speed objectives:
Speed within the operation could mean minimising the time it takes costumers from boarding to disembarking. Speed could also mean minimising the time it takes from designing and planning the London eye to the completion of construction to the London eye.
Speed could also mean providing a high throughput rate during the year to cope with passengers demand.
Example – The London eye take approximately six million people each year the London eye would have to provide a high throughput rate for the year to manage the demand.
“Speed could mean the immediate stoppage of the London eye if an error is found with the wheel, a good example in March 2008 engineers found a problem, the London eye was immediately stopped and emergency repairs take place”. (Ronca 2002 pg 3)
Dependability objectives:
“Dependability means doing things in time for costumers to receive their goods or services”.
(Slack, Chambers & Johnston 2010 pg 44)
Dependability for the London eye include on time opening hours and closing hours, on time boarding and disembarking , keeping to reasonable queuing times to prevent long queues and increasing the flow of passengers boarding and disembarking and Keeping to TABS
Quality objectives:
“Quality means consistence conformance to costumer expectations” (Slack, Chambers & Johnston 2010 pg 40) Quality for the London eye could mean designing a structure that provides a bird’s eye view of London. Quality could also mean a high design of their processes, including ensuring that all 32 capsules are cleaned, staff are well trained in health and safety and are always professional at all times. Quality also means the London eye is safe and reliable. Quality also means that the timed admissions booking systems (TABS) is on time. Quality could also mean error free processing for their timed admissions system. Quality means that all parts for the London eye is made to specification and the assembly is made to specifications.
Speed objectives:
Speed within the operation could mean minimising the time it takes costumers from boarding to disembarking. Speed could also mean minimising the time it takes from designing and planning the London eye to the completion of construction to the London eye.
Speed could also mean providing a high throughput rate during the year to cope with passengers demand.
Example – The London eye take approximately six million people each year the London eye would have to provide a high throughput rate for the year to manage the demand.
“Speed could mean the immediate stoppage of the London eye if an error is found with the wheel, a good example in March 2008 engineers found a problem, the London eye was immediately stopped and emergency repairs take place”. (Ronca 2002 pg 3)
Dependability objectives:
“Dependability means doing things in time for costumers to receive their goods or services”.
(Slack, Chambers & Johnston 2010 pg 44)
Dependability for the London eye include on time opening hours and closing hours, on time boarding and disembarking , keeping to reasonable queuing times to prevent long queues and increasing the flow of passengers boarding and disembarking and Keeping to TABS
Bibliography: 1. Debra Ronca,(2008) ‘How the London eye work’ Available from http://adventure.howstuffworks.com/london-eye2.htm. [Accessed 28 November 2012] 2. Slack, Chambers & Johnston,(2010), Operations Management London Prentice Pearson