In the factory, this can cause stockpiles of goods or bottlenecks. It can lead to inefficiency and rage, when people are involved. But the emotional impact of waits can be managed, and we are shown how by studies in design. In areas where waits are demanded, some basic principles can not make waiting more pleasant but also can make them not feel like delays whatsoever. Customer experience can improve.
The research demonstrates when waits are inevitable, the goal should be to optimize the familiarity for both workers and customers, thereby improving customer satisfaction and reducing worker stress and employee turnover. This research can help supervisors in many scenarios, even those not affecting lines. There are three primary lessons by reframing what waiting is managers can take from designers handle lines: Manage understanding with practices that are honest and open communication, manage perceived fairness, and handle memories, because they continue considerably longer than the event itself.
PUBLICATION DATE: July 01, 2009 PRODUCT #: SMR318-HCB-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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