Product placement

ii. TQM (e.g., customer satisfaction, employee involvement, continuous improvement)

• Customer satisfaction is provided with quality assurance through delivery and speed, quality product performance, customer service, and its image and characteristics of prominent business standing.

• Employee involvement is by training problem solving, special purpose and self managed teams with an understanding of team dynamics.

• Continuous improvement is implemented by a detailed audit process, business planning process, and 5-phase incident report (root cause analysis).

iii. Statistical process control (e.g. control charts)

• By cross-training staff members

• Covering guidelines that covered every conceivable contingency

iv. Process capability

• Satisfies customer needs and remain competitive due to their stable and predictable process of capability and performance.

v. Six Sigma

• A process and service quality variation through initial, repeatable, defined, managed and optimized factors.

• Their goal is to simplify process and close the gaps between process competitive priorities and its competitive capabilities which include the disciplined approach, standard and consistency, predictability and continuously improving.

vi. International quality documentation standards

• Recognized with the ISO 9001:2000 quality standard in both the U.S. and International operations

• Commitment and quality with consistency in processes and contract compliance, balanced scorecards, candidate excellence and retention, problem solving, front and back excellence and integration, and rapid response and flexibility,

vii. Malcolm Baldrige National Quality Award

• Based on their sales, profit, assets and market value.

g. capacity management

i. How they measure capacity and whether they engage in capacity planning

• Measure capacity with previous employment

• Determine future hiring with companies information.

ii. Utilization, capacity cushions

• Measure capacity, by absent workers.

iii. Constraints and bottlenecks

• An ill educated employee, not properly trained.

iv. Economies of scales vs. diseconomies of scale

• Employee able to work higher wages for higher output same input, company losses money when employees do not show costs money for the company.

v. Type of capacity expansion strategy

• Increase in employees and professions to spread cost and increase output, expanding internationally

h. Location and Process Layout

i. Dominant Factors

• Other factor, Proximity to suppliers and resources, proximity to markets.

ii. Secondary Factors

• quality of life, location of competitors

iii. What type of Layout

• Front office layout

i. Lean System

i. To what extent the company implement just-in-time operations

1. Push Method vs. Pull Method

• Kelly service would add more staffing, to stay ahead of demand. Versus with so many jobs created they would not meet demand.

2. Characteristics (including continuous improvement and kanban)

• They want to continue improvement in customer satisfaction.

ii. JIT II

• The risk they may have is if the unemployment rate goes up, then they would be overstocked.

j. Supply Chain Strategy

i. Supply chains for services and manufacturing. To what extent the firm implements SCM

• Kelly management relates to a service supply chain in the field of outsourcing to companies seeking workforce help.

ii. Measures of supply chain performance (e.g., inventory turnover and weeks of supply)

1. How large inventories and safety stocks for RM, WIP, FG:

- Kelly stores large data bases of applicants electronically and physically

2. Costs of inventory:

- Costs consist of payroll, material and location expense for employees recording and distributing data.

3. Types of inventory:

- Job Technical skilled candidates that are used to meet the demand of business in search of the work force.

4. ABC analysis:

- ABC analysis in this service oriented business seldom applies

iii. Supply chain dynamics (e.g., external cause, internal causes)

• Kelly is influenced by External dynamics.

• Information error can be the only attributed internal dynamic identified.

iv. The customer relationship process

• B2b model for Kelly Services

• Current customers

• Marketing potential customers

• Relationship structure

v. Order fulfillment process

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