Operation management †London eye case study Essay

Quality pith consistence conformance to costumer expectations (Slack, house & Johnston 2010 pg 40) Quality for the capital of the United Kingdom center field could mean designing a anatomical structure that provides a birds bosom view of capital of the United Kingdom. Quality could similarly mean a high design of their processes, including ensuring that all 32 capsules be cleaned, rung atomic number 18 well trained in health and gum elastic and be always professional at all times. Quality excessively means the capital of the United Kingdom mall is safe and reliable. Quality excessively means that the timed admissions booking systems (TABS) is on time. Quality could also mean wrongful conduct free processing for their timed admissions system. Quality means that all move for the capital of the United Kingdom nub is made to specification and the assembly is made to specifications. renovate objectives urge within the transaction could mean minimising the time it takes c ostumers from boarding to disembarking. Speed could also mean minimising the time it takes from designing and planning the London midriff to the completion of construction to the London eye. Speed could also mean providing a high throughput rove during the course to cope with passengers demand. Example The London eye take approximately six million people each year the London eye would score 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 halt and emergency repairs take place. (Ronca 2002 pg 3) Dependability objectivesDependability means doing things in time for costumers to receive their goods or run. (Slack, Chambers & Johnston 2010 pg 44) Dependability for the London eye allow in on time opening hours and finale hours, on time boarding and disembarking , keeping to reaso nable queuing times to prevent bulky queues and increasing the flow of passengers boarding and disembarking and Keeping to TABS time.Flexibility objectivesChanging the action in some way either by changing what the operation does, how the operation is done or when it is being done. (Slack, Chambers & Johnston 2010 pg 46) ripple flexibility The London eye main objective is to provide a birds eye view of London in the archeozoic years, now with mix flexibility the London provides a range of other(a) services including private capsules, wedding partnerships and corporate events. The London eye also provides volume flexibility by providing by changing the opening hours and closing hours during the winter months and summer months. Ensuring more people hobo avail of their services during the summer months compared to the winter months. Cost objectivesThe London eye be include staff cost construction costs, transportation costs and maintenance costs. The staff costs include staff wa ges and training, Construction costs include the making of the parts of the London eye, this includes the A-frame legs, hub and spindle, back stay cables, spoke cables, rim, and insulated capsules. merchant marine costs contain transferring each parts of the London eye apply barges up the River Thames. criminal maintenance costs include a safety come across on all parts of the eye peculiarly the hydraulic motors, take in systems, safety systems and the backup safety system.Day to twenty-four hour period operational costs includes heating, lighting and cleaning of the capsules. (See excel document for breakdown). Overall maintenance costs and construction costs take up most of the London eye. operational costs especially heating can be surmountd by providing a system were the heat in empty capsules can be switched off over a long period of time especially during the winter months because they may expect low passenger demand. E.g On a cold and wet winter day, the passengers numbers for the London eye result be reduced compared to a summer day. Heating could be cancelled off at this time. This reduces costs and at the same time add-on productivity.Question 232 capsules X 25 people = 800 passengers for fractional can hour. 800 people X 2 = 1600 passengers per hour.summertimetime schedule10am 9.30pm = 12 hours1600 passengers X 12 hours = 19,200 passengers for 12 hours/day. 19,200 passengers X 7 days = 134,440 passengers per week.Summer weeks = 24 weeks. thereof total capacity for the summer is134,440 passengers per week X 24 weeks = 3,225,600 passengers Winter Schedule1600 X 8 hours = 12, 800 passengers for an 8 hours/day10am 6pm = 8 hours12,800 passengers X 7 days = 89,600 passengers per week.Winter weeks = 28 weeks.Therefore total capacity for the winter is89,600 passengers per week X 28 weeks = 2,508,800 passengers center capacity based on the operating schedule of the London eye is schedulePassengersWinter schedule2,508,800Summer schedule3,225,6 00Total operating Capacity5,734,400Question 3There could be a passing game of recitation on the London eye due to variety of issues. brook conditions The weather conditions can affect the London eye in a number of ways examples utilisation can be affected in a number of ways. Heavy winds can affect the utilisation of the eye forcing it to stop also heavy snowfall can delay and reduce the amount of rotations the eye can perform or worse snowfall could mean that the London eye provide not be operational.BlackoutsBlackouts will have a major(ip) impact on the London eye. The London eye ispowered electrically it needs electricity to rotate and in the event of a blackout, the London eye will be defective meaning it wont be available to the public.MaintenanceMaintenance in the case of the London eye mean checking for problems with the machines and servicing and replace parts of the machines, maintenance could also mean cleaning the thirty two capsules. This can affect the utilisat ion of the service. Maintenance would not affect the utilisation if it is carried out after the opening hours of the London eye.Industrial actionsIndustrial actions in the form of strike can result to a freeing in utilisation because without employees operating the London eye it means tourist cannot elucidate use of the service it offers evanesceing to a personnel casualty in utilisation. security measure threatsAlthough this is very unlikely, security threats especially terrorism threats or joker blasts can also lead to a loss in utilisation. A bomb blast around the London eye could totally destroy it or cause massive damage making the London eye unrepairable eyepatch a terror threats would force the staff to evacuate tourists on the London eye. Health issuesHealth issues could pose a threat to the utilisation of the eye, If a tourist is being sick or injured or a pregnant woman is in one of the capsules during the rotation and goes into labour. The passengers would need to b e rushed to the hospital, passengers wont be allowed in any capsules until the passengers have been taken of the capsules. Future development.Future development could lead to a loss of utilisation in the future for the London eye if larger buildings are built around the area of the London eye and thus obstructive the view of famous buildings around the eye, People wont stupefy the London eye, causing passengers numbers to fall leading to loss in utilisation.Competition based tourist destinations.This could also lead to a loss in utilisation indirectly. If people find other tourist destinations in London more attractive than the London eye, like the Big Ben or Chessington world of adventures or the globe. This could lead to a loss in passengers numbers to a low level for the London eye which creates loss in utilisation. The London eye process.This is relates more on the employees if employees are handling the operations of getting passengers on and off the capsules badly this could lead to sometimes not all capsules being filled, longer queues and a major loss in the utilisation of the London eye.Bibliography1. Debra Ronca,(2008) How the London eye take to the woods Available from http//adventure.howstuffworks.com/london-eye2.htm. Accessed 28 November 20122. Slack, Chambers & Johnston,(2010), Operations Management London apprentice Pearson