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Assignment 2 - RITIKA SHARMA
Assignment 2 - RITIKA SHARMA
1910120028
ASSIGNMENT 2
Ques 1. What were the primary challenges facing Frumherji's Vehicle department? Which
Ans. There were 4 primary challenges that Frumherji’s vehicle department was facing which
are as follows:
Majority of the employees took their vacations during summer months when demand
High employee turnover rate of 22-23% per year and the probability of even higher
Compensation limitation from the Icelandic government due to which the mechanics
were prohibited from offering the kinds of productivity incentives that they should
In my opinion, shortage of qualified mechanics and compensation limitations were the most
important ones because with the increase in population, there will be more private vehicles
which will bring new customers. If there are less qualified mechanics and more customers,
then there will be more waiting time for customers which will lead to customer
dissatisfaction as well, which in turn leads to high employee turnover rate which will impact
create separate lines for first and second inspections? What would be the arguments for and
Ans. In my view, the idea of Sigurdsson to provide multiple lines for the first and second
inspection is a positive one. Since consumers were already unhappy with the long queues
waiting for the inspection and waiting for the second inspection at the end, it would have
been uncomfortable for consumers to do the same as the first inspection. They waited about
90 minutes for their inspection, which lasted just 5 minutes, according to feedback from one
customer. The inspection they had was, most certainly, a second inspection, as they referred
to the audit of the necessary repairs, and if they had a separate lane for a second inspection
We would therefore build a mechanism for the completion of all second inspection vehicles
and only use the facility for the first inspection vehicle, which ensures that the devoted lane
will be used.
Ans. Bottleneck in this process is the waiting time for service, once the paperwork was done,
which was usually from 5-78 minutes, but it could be as long as 90 minutes as well.
B. What is the capacity of this process in cars per day?
Ans. Capacity of this process range from 29 cars per day to 48 cars per day depending on
demand and defects with their standard throughput or flow time ranged between 15 and 25
minutes for smaller vehicles and between 20 and 45 minutes for large vehicles.
C. What is the total value-added processing time for Check-in, inspection, and
Ques 4. In what ways does the performance of Frumherji's emission testing and inspection
process differ from the ideal? What ideas do you have for improving operational
performance? In what ways would your ideas enhance Frumherji's market position?
(3 Marks)
Ans. Frumherji focuses mainly on the quality of service and, via the company's intranet
platform, on-the-job signs, and training staff, communicates its inspiration to all employees.
The effectiveness of the emission testing and inspection process of Frumherji differs from the
ideal starting from the inspection lane, where the inspection is conducted on the basis of the
first cum first serve criterion rather than on the basis of the registration number assigned to
the inspection in the process. Also, for some time, the second inspection vehicles were given
Improvement suggestions would be to seize control of the cars from the owners after the
check in period and to provide a quantity of time for the car owners so that buyers can use the
This method will be useful in enhancing operational efficiency since the inspection unit will
have full control of the vehicle until the check-in phase is completed and they will better
determine what to do. The customers' waiting time is the frustrating part, and customers will
leave the vehicle and come for pick-up at the informed time during the check-in phase if we
Ques 5. How would you implement the changes you have suggested? What challenges might
Ans. The idea of the implementation of a procedure for taking control of the vehicle during
the process of registration or check-in could be carried out at one of the Hesthal locations on
a pilot basis. Implementing a new concept includes staff training and a modern barcode or
token system. The new scheme involves the development of a special code and a barcode
token for each car. This barcode/token can be used as a consumer monitoring tool from which
To educate clients about the existing system and how to use the new process.
Precise mechanisms for calculating the exact time of arrival that needs to be conveyed
to the customer.
Ques 6. What metrics would offer the best indicators of the success of your implementation
plan? (3 Marks)
Ans. A good metric for monitoring the success of the implementation plan will be the service
quality GAP model. The model of service quality gap defines that our interpretation of the
customer problem is handled correctly or not, and that the solution proposed to address the