留學(xué)生essay代寫范例：Capacity Management Methods In The Service Sector

留學(xué)生essay代寫范例-服務(wù)業(yè)的產(chǎn)能管理方法。本文是一篇由本站代寫服務(wù)提供的essay代寫參考，主要內(nèi)容是講述ICICI銀行運(yùn)營(yíng)部門的能力可以解釋為在有限的時(shí)間范圍內(nèi)處理客戶請(qǐng)求的資源和所需的質(zhì)量。RPC的資源是產(chǎn)生所需輸出所需的人員、系統(tǒng)和設(shè)施的組合。例如，在給定資源的情況下，每天處理的流通票據(jù)數(shù)量是RPC支付和結(jié)算部門的能力。需求是客戶利用銀行提供的服務(wù)和產(chǎn)品的要求。下面就一起來看一下這篇留學(xué)生essay代寫范例。

ICICI bank Ltd is largest private sector bank in India. ICICI bank offers large range of financial product and services. Retail banking section of ICICI bank is departmentalised into three units namely branch banking, sales and operations. Regional processing centre (RPC) under operations unit is responsible for processing and implementation of products and services offered by bank for allocated geographical region.

ICICI銀行有限公司是印度最大的私人銀行。ICICI銀行提供廣泛的金融產(chǎn)品和服務(wù)。ICICI銀行的零售銀行部門分為三個(gè)部門，即分行、銷售和運(yùn)營(yíng)。業(yè)務(wù)部門下屬的區(qū)域處理中心負(fù)責(zé)處理和實(shí)施銀行為指定地理區(qū)域提供的產(chǎn)品和服務(wù)。

With huge customer base and large number of services offered, operations unit has to frequently face fluctuation in processing volume. As banks are dealing with huge amount of transactions under regulated environment the capacity management need to be implemented carefully while maintaining required quality standards. The essay is focused on retail liability operations unit of ICICI bank. The purpose of this essay is to critically analyse the ICICI bank’s approach for managing its capacity and coping with fluctuating volume or rather fluctuating demand with same quality.

由于龐大的客戶群和提供的大量服務(wù)，運(yùn)營(yíng)單位不得不經(jīng)常面臨處理量的波動(dòng)。由于銀行在監(jiān)管環(huán)境下處理大量交易，因此需要謹(jǐn)慎實(shí)施容量管理，同時(shí)保持所需的質(zhì)量標(biāo)準(zhǔn)。本文以ICICI銀行零售負(fù)債運(yùn)營(yíng)部為研究對(duì)象。本文的目的是批判性地分析ICICI銀行的容量管理方法，并以相同的質(zhì)量應(yīng)對(duì)波動(dòng)的容量或波動(dòng)的需求。

PROCESS DESCRIPTION 過程描述

As per slack (2009), under “Input-Transformation-Output” model branches and sales unit provide input to regional processing centre(operations unit) in the form of customer service request and processing request of financial product sold to customer. Now these inputs are processed at RPC and output is in the form of service provided to customers. For example account opening forms, term deposit request and negotiable instruments etc. processed at RPC provides the services and facility provided by bank to customer.

根據(jù)slack（2009），在“投入-轉(zhuǎn)化-產(chǎn)出”模式下，分行和銷售部門以客戶服務(wù)請(qǐng)求和銷售給客戶的金融產(chǎn)品處理請(qǐng)求的形式向區(qū)域處理中心（運(yùn)營(yíng)部門）提供投入。現(xiàn)在，這些輸入在RPC中進(jìn)行處理，輸出以提供給客戶的服務(wù)的形式出現(xiàn)。例如，RPC處理的開戶表格、定期存款申請(qǐng)和流通票據(jù)等，為客戶提供銀行提供的服務(wù)和便利。

Though operations unit at ICICI bank is not generating business directly but efficient working of this unit ensures customer satisfaction, compliance with central bank regulations and prevention of frauds

盡管ICICI銀行的運(yùn)營(yíng)部門不是直接開展業(yè)務(wù)，但該部門的高效工作確保了客戶滿意度、遵守中央銀行法規(guī)和防止欺詐

CAPCITY AND DEMAND Facet of Operations at ICICI Bank 資本和需求 ICICI銀行的運(yùn)營(yíng)方面

According to Hill (2005) capacity of operations unit at ICICI bank can be explained as resources to process customer request in limited time frame and desired quality. The resources at RPC are combination of staff, systems and facility required to produce desired output. For example number of negotiable instruments processed per day with given resources is the capacity of payment and settlement department of RPC. Demand is the requirements of the customers to avail the service and products offered by bank.

根據(jù)Hill（2005）的觀點(diǎn)，ICICI銀行運(yùn)營(yíng)部門的能力可以解釋為在有限的時(shí)間范圍內(nèi)處理客戶請(qǐng)求的資源和所需的質(zhì)量。RPC的資源是產(chǎn)生所需輸出所需的人員、系統(tǒng)和設(shè)施的組合。例如，在給定資源的情況下，每天處理的流通票據(jù)數(shù)量是RPC支付和結(jié)算部門的能力。需求是客戶利用銀行提供的服務(wù)和產(chǎn)品的要求。

Now, when it is clear that capacity has time dimension the variation in output is affected by all input elements to the RPC. So the variety of products and service packages offered by bank give rise to variations in the input and demand placed on the operations unit. Another aspect of the equation is to know about demand and its duration. This in turn is enclosed in a knowledge of the volume, variety, and variation in demand and in the nature of that demand (Armistead et al, ?).

現(xiàn)在，當(dāng)容量具有時(shí)間維度時(shí)，輸出的變化會(huì)受到RPC的所有輸入元素的影響。因此，銀行提供的產(chǎn)品和服務(wù)包的多樣性導(dǎo)致了對(duì)運(yùn)營(yíng)單位的投入和需求的變化。等式的另一個(gè)方面是了解需求及其持續(xù)時(shí)間。這反過來又包含在需求的數(shù)量、種類和變化以及需求的性質(zhì)的知識(shí)中（Armistead等人，？）。

As per Slack at. el (2010) ICICI bank need to know its capacity to meet demand. If capacity is low bank will not be able to meet the demand resulting into customer dissatisfaction and if capacity is more that demand bank is paying for extra capacity. ICICI bank has a well defined method to calculate the capacity of RPC (operations unit) as well as individual staff at RPC. Bank use the method of productivity calculation to identify the capacity to meet demand generated. Processing of services at RPC is further divided into department and formed the teams to perform specific task such as payments and settlement departments, account opening team, risk containment unit, transaction team. Overall task of the team is further divided into series of small tasks, which is formalised and same for all RPC’s. After collating the inputs taken from line staff and team leads from all RPC’s bank has prepared extensive list of all the task performed at RPC and the average time required to complete particular task. Time requires to complete a particular task is termed as “Hot time”. Productivity of the individual staff is calculated as per formula:

根據(jù)Slack在。el（2010）ICICI銀行需要了解其滿足需求的能力。如果容量較低，銀行將無法滿足需求，從而導(dǎo)致客戶不滿，如果容量大于需求，銀行將為額外容量付費(fèi)。ICICI銀行有一個(gè)定義明確的方法來計(jì)算RPC（運(yùn)營(yíng)單位）以及RPC的個(gè)人員工的容量。銀行使用生產(chǎn)力計(jì)算的方法來確定滿足需求的能力。RPC的服務(wù)處理進(jìn)一步劃分為部門并組成團(tuán)隊(duì)來執(zhí)行特定任務(wù)，如支付和結(jié)算部門、開戶團(tuán)隊(duì)、風(fēng)險(xiǎn)控制單元、交易團(tuán)隊(duì)。團(tuán)隊(duì)的總體任務(wù)進(jìn)一步劃分為一系列小任務(wù)，這些小任務(wù)是正式的，對(duì)所有RPC都是相同的。在整理了來自所有RPC銀行的一線員工和團(tuán)隊(duì)領(lǐng)導(dǎo)的輸入后，準(zhǔn)備了RPC執(zhí)行的所有任務(wù)以及完成特定任務(wù)所需的平均時(shí)間的廣泛列表。完成特定任務(wù)所需的時(shí)間稱為“熱時(shí)間”。員工個(gè)人生產(chǎn)力按以下公式計(jì)算：

Productivity = Hot time ?- Volume handled 生產(chǎn)率=熱處理時(shí)間

Capacity of RPC will never be constant even if demand is constant. The fluctuation of demand on hourly to daily basis may be such that it can be difficult to meet demand. At ICICI bank clearing of high level negotiable instrument has to be done in small time window of four hours from opening hours of bank. For such small time frame, with fluctuation of volume it can be difficult to handle demand with existing capacity. The ability to change capacity to cope with changes in demand raises questions of the flexibility of the capacity (Slack, 2009). The interesting part is to find out that how an individual can increase its capacity. It can be by working hard, putting extra hours. But, as RPC is dealing with financial transaction worth Rs 150 million on daily basis standard of quality is necessary to be maintained to avoid wrong credits and compliance with regulation guideline.

即使需求是恒定的，RPC的容量也永遠(yuǎn)不會(huì)是恒定的。需求從每小時(shí)到每天的波動(dòng)可能很難滿足需求。在ICICI，高級(jí)票據(jù)的銀行清算必須在銀行營(yíng)業(yè)時(shí)間后四小時(shí)的小時(shí)間窗口內(nèi)完成。對(duì)于如此小的時(shí)間范圍，隨著產(chǎn)量的波動(dòng)，很難用現(xiàn)有的產(chǎn)能來處理需求。改變產(chǎn)能以應(yīng)對(duì)需求變化的能力引發(fā)了產(chǎn)能靈活性的問題（Slack，2009）。有趣的部分是了解一個(gè)人如何提高自己的能力。這可以通過努力工作、加班來實(shí)現(xiàn)。但是，由于RPC每天處理價(jià)值1.5億盧比的金融交易，有必要保持質(zhì)量標(biāo)準(zhǔn)，以避免錯(cuò)誤的信用和遵守監(jiān)管指南。

To cope with the fluctuation of capacity, the idea of effective and potential capacity is useful (Lockyer et al.?). Effective capacity is the capacity which is available to the manager, whereas potential capacity is the capacity which can be used if manage can provide additional arrangements to increase capacity. Both are short term decisions and pertain to the team and individual level rather than to the organisation as a whole. Long term increases or decreases in capacity such as opening of new RPC and it will have impact on whole branch network under that RPC.

為了應(yīng)對(duì)容量的波動(dòng)，有效容量和潛在容量的概念是有用的（Lockyer等人？）。有效能力是指管理者可用的能力，而潛在能力是指如果管理者能夠提供額外的安排來增加能力，則可以使用的能力。兩者都是短期決策，與團(tuán)隊(duì)和個(gè)人層面有關(guān)，而不是與整個(gè)組織有關(guān)。容量的長(zhǎng)期增加或減少，如新RPC的開通，將對(duì)該RPC下的整個(gè)分支網(wǎng)絡(luò)產(chǎn)生影響。

DEMAND FORECAST 需求預(yù)測(cè)

According to Slack at el.(2010) understanding of demand and capacity fluctuation is necessary to plan for future events, else it is only to react. For capacity planning forecast is a valuable input. Demand forecasting can be long term and short term. Demand can either be predictable or unpredictable. At ICICI bank short term forecasting for operations activity is done by respective team at RPC. Unpredictable variation in demand at RPC needs to be address with well planed capacity management scheme to fulfil the gap between demand and capacity. Short term forecast is used to plan the allocation of resources to meet the expected surge in demand. Short term variation in demand at banks is mostly predictable though not with exact figures but a fair assumption of demand can be made by evaluating historical data and trends as well as prevailing market situation. Example of negotiable instrument processing team is taken to illustrate the probable factors influencing fluctuation in demand, factors can be

根據(jù)Slack在el。（2010）對(duì)需求和產(chǎn)能波動(dòng)的了解對(duì)于規(guī)劃未來事件是必要的，否則只能做出反應(yīng)。對(duì)于產(chǎn)能規(guī)劃來說，預(yù)測(cè)是一個(gè)有價(jià)值的輸入。需求預(yù)測(cè)可以是長(zhǎng)期的，也可以是短期的。需求可以是可預(yù)測(cè)的，也可以是不可預(yù)測(cè)的。在ICICI銀行，運(yùn)營(yíng)活動(dòng)的短期預(yù)測(cè)由RPC的各個(gè)團(tuán)隊(duì)完成。RPC中不可預(yù)測(cè)的需求變化需要通過精心規(guī)劃的容量管理方案來解決，以滿足需求和容量之間的差距。短期預(yù)測(cè)用于規(guī)劃資源分配，以滿足預(yù)期的需求激增。銀行需求的短期變化基本上是可預(yù)測(cè)的，盡管沒有確切的數(shù)字，但可以通過評(píng)估歷史數(shù)據(jù)和趨勢(shì)以及當(dāng)前市場(chǎng)形勢(shì)來對(duì)需求做出公平的假設(shè)。以票據(jù)處理團(tuán)隊(duì)為例，說明了影響需求波動(dòng)的可能因素，這些因素可以是

·Holiday for few days in row-It will increase demand

·連續(xù)幾天放假會(huì)增加需求

·Natural calamity- It will decrease demand

·自然災(zāi)害-它將減少需求

·Financial year opening-closing- It will increase demand

·財(cái)政年度開始-結(jié)束-這將增加需求

·Launch of popular IPO- It will increase demand

·熱門IPO啟動(dòng)-將增加需求

·Monthly payment cycle for payment of advances- It will increase demand

·預(yù)付款按月支付周期-這將增加需求

Though this is not extensive list but it provides the rough idea of factors influencing fluctuation in demand. Similarly, at the time of campus recruitments bank can expect surge in salary account opening activity, increase in rate of interest on deposits will increase demand for term deposit requests and increase in workload at transaction department at last week of the month for salary credit process.

雖然這不是一個(gè)廣泛的列表，但它提供了影響需求波動(dòng)的因素的大致概念。同樣，在校園招聘時(shí)，銀行預(yù)計(jì)工資賬戶開戶活動(dòng)會(huì)激增，存款利率的提高將增加定期存款申請(qǐng)的需求，并增加當(dāng)月最后一周交易部門的工資信貸流程工作量。

Volume can be used as statement of the trend in demand over a period of time. Long term forecast of demand is based on different standard forecast models. These forecast models are based on different set of assumption (Hill, 2005). Apart from these assumptions there are few more factors such as macroeconomic factors, planning to use new technology etc. Forecast can never be accurate all the times .Over estimation of demand in forecast can lead to unnecessary expenditure on increasing capacity (Slack, 2009). At ICICI bank long term estimation of demand is done at centralised unit keeping in mind the implementation of new technology, expected market share, change in regulation by central bank (Reserve bank of India) and quality of service offered by competitors etc.

成交量可以作為一段時(shí)間內(nèi)需求趨勢(shì)的陳述。需求的長(zhǎng)期預(yù)測(cè)是基于不同的標(biāo)準(zhǔn)預(yù)測(cè)模型。這些預(yù)測(cè)模型基于不同的假設(shè)（Hill，2005）。除了這些假設(shè)之外，幾乎沒有其他因素，如宏觀經(jīng)濟(jì)因素、計(jì)劃使用新技術(shù)等。預(yù)測(cè)永遠(yuǎn)不可能準(zhǔn)確。預(yù)測(cè)中對(duì)需求的過度估計(jì)可能導(dǎo)致增加產(chǎn)能的不必要支出（Slack，2009）。ICICI銀行對(duì)需求的長(zhǎng)期估計(jì)由中央部門進(jìn)行，同時(shí)考慮到新技術(shù)的實(shí)施、預(yù)期市場(chǎng)份額、中央銀行（印度儲(chǔ)備銀行）監(jiān)管的變化以及競(jìng)爭(zhēng)對(duì)手提供的服務(wù)質(zhì)量等。

CAPACITY MANAGEMENT 容量管理

“Capacity management is concerned with the matching of the capacity of the operating system and the demand placed on that system.” (Wild, pg304, 2002). Capacity management is the way to balance demand from customers and the capacity of the RPC to meet the demand. Capacity management gives high emphasis on understanding the nature of demand by forecasting and on managing capacity to meet demand (Lovelock, 1984). Demand capacity mismatch is the issue which operations unit at bank has to handle frequently. According to slack(2009) there are three plans available to tackle the issue of demand capacity mismatch, most of the organisations will use mixture of all the plans according to requirement of business. The plans are:

“容量管理涉及操作系統(tǒng)的容量與對(duì)該系統(tǒng)的需求的匹配。”（Wild，第304頁，2002年）。容量管理是平衡客戶需求和RPC容量以滿足需求的方法。容量管理高度重視通過預(yù)測(cè)了解需求的性質(zhì)，并高度重視管理滿足需求的容量（Lovelock，1984）。需求能力錯(cuò)配是銀行運(yùn)營(yíng)部門經(jīng)常要處理的問題。根據(jù)slack（2009）的說法，有三個(gè)計(jì)劃可用于解決需求-容量不匹配的問題，大多數(shù)組織將根據(jù)業(yè)務(wù)需求混合使用所有計(jì)劃。計(jì)劃是：

·Level capacity plan

·液位容量計(jì)劃

·Chase demand plan

·Chase需求計(jì)劃

·Manage demand plan

·管理需求計(jì)劃

Level capacity plan 級(jí)別容量計(jì)劃

In the level capacity plan capacity remains same throughout the planning period even if demand forecast is fluctuating (Slack 2009). In case of ICICI bank if capacity level is maintained uniform and if demand is high quite high from base level capacity. Bank will not be able to fulfil the service level promised to customer. In case of low demand bank will end up paying extra for underutilised resources. ICICI bank cannot afford level capacity plan, as opportunity cost for bank for not fulfilling demand may lead to breach of central bank regulations.

在整個(gè)規(guī)劃期內(nèi)，即使需求預(yù)測(cè)波動(dòng)，容量計(jì)劃中的容量也保持不變（Slack 2009）。在ICICI銀行的情況下，如果容量水平保持一致，并且如果需求很高，則基本容量相當(dāng)高。銀行將無法實(shí)現(xiàn)向客戶承諾的服務(wù)水平。在需求不足的情況下，銀行最終將為未充分利用的資源支付額外費(fèi)用。ICICI銀行無法承擔(dān)水平產(chǎn)能計(jì)劃，因?yàn)殂y行無法滿足需求的機(jī)會(huì)成本可能導(dǎo)致違反央行規(guī)定。

Chase demand plan Chase需求計(jì)劃

Chase demand plans try to match the capacity with change in demand. This plan can be reactive as well as proactive. If fluctuation in demand is unpredictable then change in capacity will be the reactive measure to match the demand. Chase will be proactive or well planned if fluctuation in demand can be predicted. Level of capacity can be controlled by changing the extent of resources by:

Chase的需求計(jì)劃試圖使產(chǎn)能與需求的變化相匹配。此計(jì)劃既可以是被動(dòng)的，也可以是主動(dòng)的。如果需求的波動(dòng)是不可預(yù)測(cè)的，那么容量的變化將是匹配需求的無功措施。如果可以預(yù)測(cè)需求波動(dòng)，Chase將積極主動(dòng)或計(jì)劃周密?？梢酝ㄟ^以下方式更改資源范圍來控制容量水平：

·Sharing of capacity between different departments at RPC.

·RPC不同部門之間的容量共享。

At ICICI bank, increase in volume at one department is handled by sharing the responsibility with members of other department handling comparatively low volume. This arrangement is suggested to be most efficient by Slack (2009).

在ICICI銀行，一個(gè)部門的業(yè)務(wù)量增加是通過與處理相對(duì)較低業(yè)務(wù)量的其他部門成員分擔(dān)責(zé)任來處理的。Slack（2009）認(rèn)為這種安排是最有效的。

·Using vendor support for less critical service: complying with banking regulation.

·對(duì)不太關(guān)鍵的服務(wù)使用供應(yīng)商支持：遵守銀行監(jiān)管。

At times of high volume at payments and settlement department activity like data entry of negotiable instrument and image capturing and encoding can be given to existing vendors in market. As banking is highly regulated sector, critical activities like credit and debit verification cannot be outsourced and it has to be done by bank official above certain specified grade.

在支付和結(jié)算部門業(yè)務(wù)量大的時(shí)候，可以向市場(chǎng)上的現(xiàn)有供應(yīng)商提供票據(jù)數(shù)據(jù)錄入、圖像捕獲和編碼等活動(dòng)。由于銀行業(yè)是一個(gè)高度監(jiān)管的行業(yè)，信貸和借記驗(yàn)證等關(guān)鍵活動(dòng)不能外包，必須由特定級(jí)別以上的銀行官員完成。

·計(jì)劃輪班以滿足當(dāng)天的高峰流量

·Shifts planned to cater peak volume of the day

Working hours at ICICI bank is 12 hours, whereas working hour for each employee are nine hours. Each department at RPC has different peak time. For example payments and settlement department has peak volume at two different time first at around 10A.M. when high value cheques are verified and sent for clearing at around 11 A.M and another at around 3 P.M when all negotiable instrument collected during the day are verified. Two shifts are so arranged that each member of team is present at office to handle both peak hour volumes.

ICICI銀行的工作時(shí)間為12小時(shí)，而每位員工的工作時(shí)間則為9小時(shí)。RPC的每個(gè)部門都有不同的高峰時(shí)間。例如，支付和結(jié)算部門在兩個(gè)不同的時(shí)間出現(xiàn)峰值，首先是在10A左右。M.當(dāng)高價(jià)值支票在上午11點(diǎn)左右被核實(shí)并發(fā)送清算時(shí)，另一張?jiān)谙挛?點(diǎn)左右，當(dāng)當(dāng)天收集的所有流通票據(jù)都被核實(shí)時(shí)。安排兩班倒，每個(gè)團(tuán)隊(duì)成員都在辦公室處理兩個(gè)高峰時(shí)段的工作量。

·Changing output rate.

·不斷變化的輸出速率。

To increase output by expecting each staff at RPC to be more productive by working fast than his normal speed. This approach can be used as temporary measure. Prolong use of this method will deteriorate the quality of work and create dissatisfaction among staff (Slack, 2009)

通過期望RPC的每個(gè)員工都能以比正常速度更快的速度工作，從而提高產(chǎn)量。這種方法可以作為臨時(shí)措施。長(zhǎng)期使用這種方法會(huì)降低工作質(zhì)量，并引起員工的不滿（Slack，2009）

The solution suggested above for managing demand- capacity gap is used at ICICI bank, but sharing of work with resources in other department can be possible if resources in other team are well trained to work in any department. Guideline given by central bank need to be updated to all employees in all departments at RPC to make sure about that employee comply with regulation and adhere to quality standard.

ICICI銀行使用了上述管理需求-能力差距的解決方案，但如果其他團(tuán)隊(duì)的資源經(jīng)過良好培訓(xùn)，可以在任何部門工作，則可以與其他部門的資源共享工作。中央銀行給出的指導(dǎo)方針需要更新到RPC所有部門的所有員工，以確保該員工遵守法規(guī)并遵守質(zhì)量標(biāo)準(zhǔn)。

The purpose of chase demand plan is to maintain capacity closely in line with effective capacity thereby trying to attain maximum efficiency and service quality.

追逐需求計(jì)劃的目的是保持產(chǎn)能與有效產(chǎn)能緊密一致，從而努力實(shí)現(xiàn)最大效率和服務(wù)質(zhì)量。

Manage demand Plan 管理需求計(jì)劃

According to Slack(2009) demand management plan is used to change the pattern of demand to match it with available effective capacity. This method is used at ICICI bank for activity in which time frame is not a limiting factor for example request for term deposit can be processed on later date by providing value dated credit.

根據(jù)Slack（2009），需求管理計(jì)劃用于改變需求模式，使其與可用的有效容量相匹配。這種方法在ICICI銀行用于時(shí)間框架不是限制因素的活動(dòng)，例如，定期存款申請(qǐng)可以在晚些時(shí)候通過提供有價(jià)值日期的信貸來處理。

QUALITY ASPECT 質(zhì)量方面

According to Slack (2009), quality needs to be understood from customer’s perspective because it is defined by customer’s expectations. At bank quality of processing is understood from customer’s point of view as well as from regulatory authority’s point of view. Managers use capacity management as a tool to minimise the trade-off between capacity to meet demand and quality of service offered.

根據(jù)Slack（2009）的說法，質(zhì)量需要從客戶的角度來理解，因?yàn)樗怯煽蛻舻钠谕麃矶x的。在銀行，處理質(zhì)量是從客戶和監(jiān)管機(jī)構(gòu)的角度來理解的。管理人員將容量管理作為一種工具，以最大限度地減少滿足需求的容量與提供的服務(wù)質(zhì)量之間的權(quán)衡。

Quality of service, quality of processing and resource capacity are important in the tactic perspective as they interrupt the ability of the bank to attain its competitive tactic described by a combination of added value and price (Bowman 1990).The importance of either quality or efficiency will to a large extent is driven by the competitive position of the Bank. If competitive advantage is gained by providing quality of service provided at comparatively high price then there will be more propensities to indulge in redundancy of capacity at times. If the bank is competing more on price then to increase capacity then is more likely that quality will take backseat. However with increasing expectations of customer for quality services ICICI bank is forced to maintain quality of service at lower prices in times of economic slowdown where bank need to maintain reputation.

從策略的角度來看，服務(wù)質(zhì)量、處理質(zhì)量和資源能力很重要，因?yàn)樗鼈儠?huì)中斷銀行實(shí)現(xiàn)其競(jìng)爭(zhēng)策略的能力，如附加值和價(jià)格的結(jié)合（Bowman 1990）。質(zhì)量或效率的重要性在很大程度上取決于本行的競(jìng)爭(zhēng)地位。如果通過以相對(duì)較高的價(jià)格提供高質(zhì)量的服務(wù)來獲得競(jìng)爭(zhēng)優(yōu)勢(shì)，那么有時(shí)會(huì)有更多傾向于沉迷于產(chǎn)能過剩。如果銀行在價(jià)格上競(jìng)爭(zhēng)更多，而不是增加產(chǎn)能，那么質(zhì)量更有可能退居次要地位。然而，隨著客戶對(duì)優(yōu)質(zhì)服務(wù)的期望越來越高，ICICI銀行被迫在經(jīng)濟(jì)放緩時(shí)期以更低的價(jià)格保持服務(wù)質(zhì)量，因?yàn)殂y行需要保持聲譽(yù)。

The crucial dimensions are those which win customers or those which if deteriorate may cause into loss of customers (Armistead 1990). ICICI bank was not able to take care of this factor at the time to highest growth at that point bank was handling very high volume hence with mentality to manage higher demand with existing capacity back actually neglected the quality aspect of services offered. Bank soon realised that it is losing customers more than creating new customers. In 2009 ICICI bank followed the policy to reconciliation by not going for aggressively to increase market share but rather focused on increase operations excellence and cost cutting, Bank actually used capacity management techniques for cost cutting. To increase the quality standards at bank RPC’s has introduced memo system in which each error will be recorded in detail with proper root cause analysis and particular number of memo will lead to termination of employee.

關(guān)鍵的維度是那些贏得客戶的維度，或者那些如果惡化可能導(dǎo)致客戶流失的維度（Armistead 1990）。ICICI銀行在實(shí)現(xiàn)最高增長(zhǎng)時(shí)未能考慮到這一因素，當(dāng)時(shí)該銀行正在處理非常高的交易量，因此，抱著在現(xiàn)有產(chǎn)能恢復(fù)的情況下管理更高需求的心態(tài)，實(shí)際上忽視了所提供服務(wù)的質(zhì)量方面。該行很快意識(shí)到，與其說是創(chuàng)造新客戶，不如說是失去客戶。2009年，ICICI銀行遵循對(duì)賬政策，不積極提高市場(chǎng)份額，而是專注于提高卓越運(yùn)營(yíng)和成本削減，該行實(shí)際上使用了能力管理技術(shù)來削減成本。為了提高銀行的質(zhì)量標(biāo)準(zhǔn)，RPC引入了備忘錄系統(tǒng)，在該系統(tǒng)中，每個(gè)錯(cuò)誤都將被詳細(xì)記錄，并進(jìn)行適當(dāng)?shù)母驹蚍治?，特定?shù)量的備忘錄將導(dǎo)致員工被解雇。

IMPLEMENTATION OF COPING STRATERGY 應(yīng)對(duì)策略的實(shí)施

As the understanding of capacity management increased among service operations managers they started to balance capacity with demand. At ICICI bank operations manager started to work on capacity near breakeven point and this is the capacity where things start to go wrong. Drop in quality is observed when operating near breakeven point. We need a coping strategy which can be applicable on the short term inability to match effective with capacity and demand. As a sign to develop a coping strategy it is necessary that RPC should find its own combination of the chase and level plan by:

隨著服務(wù)運(yùn)營(yíng)經(jīng)理對(duì)能力管理的理解不斷加深，他們開始平衡能力與需求。在ICICI，銀行運(yùn)營(yíng)經(jīng)理開始著手處理接近盈虧平衡點(diǎn)的產(chǎn)能，而這正是問題開始出現(xiàn)的地方。在盈虧平衡點(diǎn)附近操作時(shí)，可觀察到質(zhì)量下降。我們需要一種應(yīng)對(duì)策略，這種策略可以適用于短期內(nèi)無法與產(chǎn)能和需求有效匹配的情況。作為制定應(yīng)對(duì)策略的標(biāo)志，RPC有必要通過以下方式找到自己的追逐和水平計(jì)劃的組合：

Improving its capability to forecast

提高預(yù)測(cè)能力

·Quality target should be well described and monitored

·質(zhì)量目標(biāo)應(yīng)得到很好的描述和監(jiān)控

·Setting clear capacity target for team and fluctuating productivity target for individual employee

·為團(tuán)隊(duì)設(shè)定明確的能力目標(biāo)，為個(gè)人員工設(shè)定波動(dòng)的生產(chǎn)力目標(biāo)

·To understand critical and hygiene dimensions of its quality (Armistead and Clark, 1991)

·了解其質(zhì)量的關(guān)鍵和衛(wèi)生方面（Armistead和Clark，1991）

·To understand the possible failure points in operations unit (Armistead and Clark, 1991)

·了解作戰(zhàn)單元中可能的故障點(diǎn)（Armistead和Clark，1991）

·To cope with demand capacity mismatch there are number of actions possible in the few coping cases:

·為了應(yīng)對(duì)需求與產(chǎn)能的不匹配，在少數(shù)幾種應(yīng)對(duì)情況下，可以采取多種行動(dòng)：

Chasing demand plan with High Demand 追求高需求計(jì)劃

In this scenario capacity is chasing demand and demand is high. With frequent extended working hours for staff at bank to meet demand it is highly probable that staff will commit error. Risk here is that quality of the service provided to customer will go down. Whereas staff frequently working under such condition will fell stressed and may quit job which is not good for employer as money and time has been invested to train the employee. To improve situation we can make extensive plan to tackle situation of fluctuating high demand by identifying particular dates on which high demand is certain and allocating resources to concerned team accordingly.

在這種情況下，產(chǎn)能正在追逐需求，而需求很高。由于銀行員工經(jīng)常延長(zhǎng)工作時(shí)間以滿足需求，員工很可能會(huì)犯錯(cuò)。這里的風(fēng)險(xiǎn)是為客戶提供的服務(wù)質(zhì)量會(huì)下降。而經(jīng)常在這種情況下工作的員工會(huì)感到壓力，可能會(huì)辭職，這對(duì)雇主不利，因?yàn)橐呀?jīng)投入了資金和時(shí)間來培訓(xùn)員工。為了改善這種情況，我們可以制定廣泛的計(jì)劃，通過確定確定高需求的特定日期，并相應(yīng)地向相關(guān)團(tuán)隊(duì)分配資源，來應(yīng)對(duì)高需求波動(dòng)的情況。

Chasing demand plan with Low Demand 用低需求追逐需求計(jì)劃

It is scenario when demand is low and as capacity is chasing demand capacity will also be reduced. Since banking regulation in India does not allow part time workers in bank hence each resource is full time staff. As capacity for particular task has been reduced with decrease in demand targets are at risk. The possible actions are:

這是一種需求較低、產(chǎn)能追逐需求的情況，產(chǎn)能也將減少。由于印度的銀行監(jiān)管不允許兼職員工進(jìn)入銀行，因此每個(gè)資源都是全職員工。由于特定任務(wù)的容量隨著需求的減少而減少，目標(biāo)面臨風(fēng)險(xiǎn)。可能的操作包括：

·Accept it as time to rest and recover, this will help staff to be stress free.

·接受它作為休息和恢復(fù)的時(shí)間，這將有助于員工擺脫壓力。

·Complete other tasks like cleaning and arrange maintenance of computer or cheque encoding machine.

·完成電腦或支票編碼機(jī)的清潔和維護(hù)等其他任務(wù)。

·Finish the tasks which do not have time limit but necessary to be completed.

·完成沒有時(shí)間限制但必須完成的任務(wù)。

·Arrange interdepartmental training so that resources can be developed to support other department.

·安排跨部門培訓(xùn)，以便開發(fā)資源來支持其他部門。

·Level demand plan with High Demand

·高需求水平需求計(jì)劃

In this scenario it is not been possible to limit demand to match effective capacity. As capacity is fixed high demand will not be fully satisfied. In this case customer should be notified at time of receiving customer request that bank will not be able to process this request on time

在這種情況下，不可能限制需求以匹配有效容量。由于容量是固定的，高需求將無法完全滿足。在這種情況下，應(yīng)在收到客戶請(qǐng)求時(shí)通知客戶，銀行將無法及時(shí)處理此請(qǐng)求

·Level demand plan with Low Demand

·低需求水平需求計(jì)劃

It is the scenario when it has not been possible to stimulate sufficient demand to match effective capacity. In this case bank should utilize the spare resources.

這是一種無法刺激足夠需求以匹配有效產(chǎn)能的情況。在這種情況下，銀行應(yīng)利用備用資源。

·Transfer of resources to other maintenance tasks.

·將資源轉(zhuǎn)移到其他維護(hù)任務(wù)。

·Complete the backlog generated from period when demand was high.

·完成需求旺盛時(shí)期產(chǎn)生的積壓工作。

本站提供各國(guó)各專業(yè)留學(xué)生essay格式范文，essay代寫以及essay寫作指導(dǎo)，如有需要可咨詢本平臺(tái)。