Chapter 19 Problem #9. Managing quality and performance: Camp Bow Wow case study

Question

Chapter 19 Problem #9. Managing quality and performance: Camp Bow Wow case study (Lead) --> video transcript is below

PART ONE: Sue wants her Bow Wow facility to be “the best in the Camp Bow Wow system.” If she visited an award-winning boarding kennel in New York City and decided to implement its efficient check-in system, which takes dogs from parking lot to kennel in under three minutes, she would be __________.

A) Using a balanced scoredcard approach.
B) Engaging in total quality management.
C) Performing organizational control.
D) Benchmarking

PART TWO: Sue tells you, “I’ve heard about the balanced scorecard approach to link strategic goals to what we do every day. But this sounds like something that just makes a good PowerPoint presentation. How will it help untangle the 7:00 a.m. rush of phones ringing, people handing over their credit cards, and dogs everywhere?”

A) The balanced scorecard identifies measures in four or more areas, including the internal business process perspective.

B) The balanced scorecard focuses on the financial perspective, and financial measures are the most important.

C) The balanced scorecard is useful but is more appropriate for a manufacturing environment, where operations are standardized, than in a customer service business.

D) The balanced scorecard is part of the ISO 9000 standard for quality management, and using the scorecard is essential for compliance to this standard.

Transcript from Video:

[ Music ] >> My name is Candace Stathis and I'm a manager here at Camp Bow Wow. Dogs are pretty simple. They're happy and loving and they're really just kind of sweet whereas people are a little more difficult. They're way harder to train. >> Yeah, so before this I worked for GE for years and years and before that oil and gas and I was in manager positions through most of that. Hi, I'm Sue. I'm the owner of Camp Bow Wow in Boulder, Colorado. [ Music ] I want to be the best. I want to be the best of all the facilities like this in Boulder. I want to be the best in the Camp Bow Wow system as a whole. I mean, my expectations are that the customer, even if they're dealing with a really difficult problem with us that they come away knowing that we've done everything we could to address it. For a half day? >> Yep, half day. >> Okay, perfect. I think the big thing that we've had to react to is that people are still spending money on bringing their dogs in but they're expecting a whole lot more for their dollars so the level of customer service has to be that much better and the level of our offerings has to match their expectations. >> The hardest part of my job as a manager is trying to juggle the customer service side with the dog side so making sure that the customers are happy but also that we're doing what we need to do to keep the dogs safe and happy. >> The model for most Camp Bow Wows is the camp counselors do a little bit of everything so they do, they take care of the dogs, they answer the phones, they book reservations, do the front desk, the works, and I had a lot of people on staff who were fantastic with the dogs and miserable with customer service or good with the customers but couldn't run a credit card properly. One of the best things I did for this camp, and Candace was a part of it, was establishing a position where she's here in the mornings and then she leaves, she comes back in the afternoons. >> Customer service has to be effective as opposed to efficient because it's important for them to know that you care and that you care about their dogs and if you're just trying to be efficient then it's not going to make them want to come back and it's not going to make them feel like you know them or that you know their dog. They want to know how their dog did and they want to know if they got along and if they didn't get along then, you know, with other dogs then we need to let them know and we need to do it in a way that, you know, is going to convey the best message to them. >> I can see that sort of tension, the efficiency, you're almost tripping over those two things every time a line of customers is out here waiting to get their dogs because you're trying to do the customer service and make them feel that personal connection that we talked about before. But you're also trying to get the dogs out here quickly and get the payments done and so I think she balances that, literally, every time she checks out a dog. >> There are a couple of things on my list for self-improvement. I think everybody has a couple. A big thing I'm learning to make more time for is making sure I really coach my team, making sure that if there are problems, even between people or between their interaction with the dogs that I really make time to sit down with them and just talk it over. >> I mean, the difference in my experience from two years ago to today is hard to even put into words and now I've got a management team that supports me. I have a management team that takes a lot of that burden off of me so it's easier for me to kind of put boundaries around work for myself on a personal level. It's hard to even describe the difference. It's huge.

Explanation / Answer

Answer:

1.D .benchmmarking

Explanation:

Benchmarking is comparing one's business process with the best practices from other companies.Sue visited new york and wanted to implement the efficient system in her company also.So this is benchmarking.

2. A.Balanced score card identifies measures in four or more areas,including the internal business process perspective

Explanation:

Balanced score card is used to prioritize activities ,align day to day work etc,So balanced score card helps to prioritize and align the activities in Bow Wow.So the rush of phone calls,people handling credit cards,dogs everywhere can be prioritized and carried out with balance score card

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