Chapter 10: Planning the Service Delivery System
TRUE/FALSE
1. Managers tend to look for the simplest, quickest solutions to problems.
2. When trying to keep problems from recurring, check for people failures first; then check for system
failures.
3. It is difficult to manage what you can’t or don’t measure.
4. Service standards do not need to be checked when the guest is present.
5. The best time to catch, fix, apologize, and possibly compensate for failure is after the guest has left.
6. Like other aspects of the hospitality business, planning should always start with the guest.
7. Planning out the steps and processes in the entire delivery system is a necessary first step toward
achieving a high-quality system.
8. The most common type of service diagramming is blueprinting.
9. Blueprints should always be as detailed as possible.
10. The universal service map shows that the customer is at the top, and the business processes and
management are at the bottom.
11. On the universal service map, the line of visibility separates the areas of customer interaction.
12. Fishbone analysis is a type of cause-and-effect analysis.
13. Pareto analysis calls for arranging the potential causes of the problem in their order of importance.
14. You can’t fix a service delivery system if you don’t know what its problems are.
15. A Pareto analysis arranges the potential causes of a service problem in their order of importance.
16. The PERT of PERT/CPM stands for Primary Education in Restaurant Training.
17. The critical path is the series of events that leads to managerial succession.
18. PERT/CPM provides the manager a detailed, well-organized plan combined with a control
measurement process for analyzing how well the plan is being executed.
19. The first step in PERT/CPM analysis is diagramming the project.
20. For PERT/CPM to work, the time estimates must be as accurate as possible.
21. Simulations are always computerized representations of the real thing.
22. Statistical forecasts are useful for predicting demand, but are NOT useful for managing demand.
23. Cross-functional groups usually work on a task for a limited time, rather than being permanent work
groups.
24. The purpose of poka-yokes is to find errors.
25. Regardless of the organization chart, the real boss is the guest.
MULTIPLE CHOICE
26. Juran’s quality trilogy consists of
a.
committing, organizing, and controlling.
b.
planning, measuring, and improving.
c.
measuring, controlling, and improving.
d.
designing, checking, and improving.
27. The three management processes defined by the Juran Trilogy are
a.
quality planning, quality focus, and quality care.
b.
quality planning, quality control, and quality improvement.
c.
quality people, quality customers, and quality service.
d.
quality care, quality service, and quality results.
28. One approach to achieving outstanding service is
a.
self-measurement through self-management.
b.
self-analysis through self-satisfaction.
c.
self-management through self-measurement.
d.
self-satisfaction through self-control.
29. The beginnings of a self-managing workforce and a self-healing system can be attained by
a.
teaching employees what is important to their individual job success.
b.
training employees to measure how they are performing on those critical factors.
c.
watching customer interactions closely.
d.
both a and b.
30. Which of the following is most important for system improvement? Choose the most relevant answer.
a.
forecasting
b.
collecting and analyzing information
c.
focusing on customers
d.
caring about employees
31. Which of the following is NOT one of the many planning techniques available?
a.
fishbone analysis
b.
blueprinting
c.
focused surveys
d.
simulation
32. The PERT part of PERT/CPM stands for
a.
personal evaluation review technique.
b.
program evaluation review technique.
c.
perfect execution of restaurant technology.
d.
primary excellence results from technology.
33. Which of the following is NOT part of a typical blueprint?
a.
physical evidence
b.
focused diagrams
c.
support processes
d.
onstage/visible contact-employee actions
34. When the entire service delivery process and its subprocesses are drawn up in detail, just as if one
were building a house, the technique is called
a.
fishbone analysis.
b.
PERT/CPM.
c.
blueprinting.
d.
simulation.
35. The universal service map is a detailed example of
a.
blueprinting.
b.
simulation.
c.
PERT/CPM.
d.
fishbone analysis.
36. A fishbone diagram facilitates which type of analysis?
a.
simulation
b.
cause-and-effect
c.
probability
d.
the people part of the delivery system
37. In a fishbone analysis, the main problem becomes the _______ of the fish in the diagram.
a.
bones
b.
scales
c.
fins
d.
spine
38. Which of the following is NOT one of the five steps required to build a PERT/CPM network?
a.
activity time estimates
b.
activity-event enacting
c.
activity-event analysis
d.
activity-event sequencing
39. Basic PERT diagrams consist of
a.
pie charts and bar graphs.
b.
simulation matrixes.
c.
fishbone analysis and time estimates.
d.
circles and arrows.
40. Which of the following is NOT an example of a simulation?
a.
a role-playing exercise
b.
professional actors playing the part of guests
c.
computer replication of an actual event
d.
functional reorganization
41. During the second phase of service delivery, the experience is
a.
realized.
b.
expected.
c.
remembered.
d.
none of the above.
42. The poka-yoke is a
a.
process for helping disgruntled customers.
b.
system of management.
c.
proactive or preventive strategy for avoiding mistakes.
d.
process focusing on employee needs.
43. Which of the following is NOT a type of inspection as distinguished by the developer of poka-yokes?
a.
sample inspections
b.
source inspections
c.
self-inspections
d.
successive inspections
44. Contact poka-yokes
a.
ensure that the step is done the same way every time.
b.
monitor the item’s physical characteristics to determine if they meet predefined
specifications.
c.
make sure that an error-prone step is completed correctly so the next step can take place.
d.
do all of the above.
45. Which of the following is NOT an advantage of cross-functional project and matrix?
a.
improved lateral exchange of information
b.
ambiguity about control
c.
makes the focus the guest, not the function
d.
increased flexibility in use of human capital
46. A simulation is
a.
an imitation of the real thing.
b.
easy to do.
c.
designed to include all the components of the hospitality experience.
d.
always done on computers.
47. A critical path is critical in PERT/CPM because
a.
it has been set by top management.
b.
there are many critics who have looked at it.
c.
it has no slack time in it.
d.
none of the above.
48. A fishbone diagram is
a.
used in planning aquarium-based theme parks.
b.
an approximate simulation of a service system.
c.
a planning tool to design a service environment.
d.
a cause-and-effect diagnostic tool.
49. Service standards
a.
should be set for the service setting but not the service delivery system.
b.
are easy to set for any service experience.
c.
are established early in the planning process
d.
all of the above.
50. Which of the following are examples of externally developed standards?
a.
accreditation
b.
certifications
c.
consumer report rankings
d.
all of the above.