1. Quiz 4

2. 1. (True/False) The more slot machines you can place in defined amount of floor space (e.g. 10,000 ft2) the greater your gross profit.
Answer: False, too narrow aisle space may
cramp customers and decrease profit

3. 2. How many dealers do you need to fully staff a craps table?
A. One
B. Two
C. Three
D. Four
E. Five
Answer: Four, three active and one on break

4. 3. In craps, what is the come-out throw?
A. When a player throws a natural
B. When a player throws three dice instead of two
C. When a player throws a craps
D. The first throw of a sequence
E. None of these
Answer: The first throw of a sequence

5. 4. How many different numbers are there on a roulette wheel?
A. 16
B. 26
C. 36
D. 46
E. None of these
Answer: None of these, 1-36, 0 and 00

6. 5. What major advantage does the casino have over the player in blackjack?
A. Both of the player’s cards are dealt face down
B. The player can double down
C. Both of the dealer’s cards are dealt face up
D. The player may “bust” before the dealer plays
E. None of these
Answer: The player may “bust” before the dealer plays

7. 6. (True/False) Rules/odds of table games are identical among different casinos because they are controlled by state government gambling regulators.
Answer: False, casinos have some latitude to offer different rules/odds to gain competitive advantage

8. 7. Fill in the blank. Problem gamblers have a ____________ frequency of alcohol abuse then the general population
A. lower
B. the same
C. higher
Answer: higher

9. 8. Based on the study in the required reading, what demographic group would a casino market manager find most attractive?
A. Male drinkers
B. Female drinkers
C. Male non-drinkers
D. Female non-drinkers
E. None of these, there is no difference between these demographic groups
Answer: Male drinkers

10. 9. Fill in the blank. Studies show that when gambling, drinking two alcoholic drinks ___________ alertness and judgment. 
A. increases
B. decreases
C. Neither, it makes no difference
Answer: decreases

11. 10. (True/False) Studies show that because of strict casino enforcement, underage gambling is very uncommon.
Answer: False, 24% of underage Memphis students and 53% of Nevada students had gambled in a casino

12. Process Reengineering

13. For Friday Friday recitations in KOBL 320 or KOBL 370
Section 201: 9:00 – 9:50 AM in KOBL 320 – Prabhat Mulchandani
Section 202: 9:00 – 9:50 AM in KOBL 320 – Mike Milazzo
Section 203: 10:00 – 10:50 AM in KOBL 320 – Alex Barnes
Section 204: 10:00 – 10:50 AM in KOBL 320 – Fiona Ferguson
Section 205: 11:00 – 11:50 AM in KOBL 320 – Alex Barnes
Section 206: 11:00 – 11:50 AM in KOBL 320 – Fiona Ferguson
Section 207: 12:00 – 12:50 PM in KOBL 370 – Vimi Shukkoor
Section 208: 1:00 – 1:50 PM in KOBL 370 – Kate Kelly
Section 209: 2:00 – 2:50 PM in KOBL 370 – Dheeraj Sunkavalli
Section 210: 3:00 – 3:50 PM in KOBL 370 – Matt Fitzgibbon
Bring your Process Mapping books to recitation

14. For Next Week Read Pages 65-110 of Business Intelligence
Quiz 5 next Wednesday covers these readings

15. Process Reengineering
Reengineering strives “to break away from the old rules about how we organize and conduct business”
Constructive defiance (break old rules)
Creative destruction
Out of the box thinking

16. Process Reengineering
Not small changes
Total reinvention
Focus on processes
Not tasks, jobs and/or people

17. Process Reengineering
Which processes to reengineer?
Use a BI Blueprint
Identify Opportunity Areas
Apply Importance Criteria
Apply Difficulty Criteria
Develop Opportunity Scorecard
Go for the high impact opportunities
May be the hardest

18. Process Reengineering
Methodology
Prepare for reengineering
Map and analyze the as-is process
Design the to-be process(es)
Implement the reengineered process
Improve the process continuously

19. Process Reengineering
Prepare for reengineering
If you fail to plan, you plan to fail
Ask, is BPR even necessary?
Develop an executive consensus
Establish cross-functional teams
Identify client goals
What is preventing the client from achieving those goals today?

20. Process Reengineering
Map and analyze the as-is process
Identify disconnects preventing the process from achieving its desire results
Identify value added processes
Use process mapping techniques
Flowcharting
Relationship maps
Cross-functional process maps

21. Process Reengineering
Design the to-be process(es)
Produce multiple potential solutions
Benchmark potential solutions against the client’s as-is process
Benchmark potential solutions against the competition’s as-is process
Incorporate a systems view rather than a silo view

22. Silo View EXECUTIVE MANAGEMENT S A L E O P E R A T I N S A C O U N T IK E T I N G
Hierarchy
Barriers to information
Task-based
Each department only does one type of work I N F O R M A T

23. Systems View EXECUTIVE MANAGEMENT S A L E O P E R A T I N S A C O U NK E T I N G
Outcome-based
Job redesign
Need timely information / BI
INFORMATION

24. Systems View vs. Silo View
System boundaries must be expanded to see the larger systems view
“If you see green only from your silo, you only see increased costs,” explained Jeff Wacker, the futurist at EDS. “You don’t see the tradeoffs, you don’t see the decrease somewhere else, because it’s not in your silo where that something else happens.” So you need the CEO who can say, Let’s go for an initially more expensive but low-heat, low energy lighting system, because that will allow us to design and install and operate fewer air conditioners. Only if you look at it systemically “can you measure all the savings,” said Wacker. “Once you start to measure, you recognize the benefits for the whole system.”
From Friedman, Thomas L. Hot, Flat, and Crowded, Farrar, Straus and Giroux: New York, 2008, page 335.

25. Process Reengineering
Implement the reengineered process
Pick the best among the potential solutions
The stage with maximum resistance to change
It often takes many people to say yes to BPR but only one to say no and kill it
Leverage executive consensus to overcome lower level resistance
Develop an implementation plan

26. Process Reengineering
Improve the process continuously
Processes are not reengineered overnight
Monitor the progress of action and results
Improve/change process as required

27. Process Reengineering

28. Case Study – Quest Foods Asia/Pacific
Food flavoring company HQ’d in Holland with Asia division HQ’d in Singapore
World wide demand for new flavors incorporated into both existing and new products
Off-the-shelf and custom flavors
Quest focused on custom flavors

29. Case Study – Quest Foods Asia/Pacific
Goal – dramatic improvements in cost, quality, service and speed
Standardized operations management
Customer service
Administration
$70 – 80 million project

30. Case Study – Quest Foods Asia/Pacific
New ability to share information
As-is process data storage
Employees’ “brains”
Written
Electronically
To-be process
Get information to those employees who need it most

31. Case Study – Quest Foods Asia/Pacific
Allow “Google” searches on the company’s data and information
Any ideas for new cookies?
What spices work best for Japanese tacos?
Eventually provide value-added services for Quest’s customers

32. HVAC – Heating, Ventilating, Air Conditioning supplies Highly cyclical
Case Study – Heatway
HVAC – Heating, Ventilating, Air Conditioning supplies
Highly cyclical
Goal – implement PTP – Proposal to Payment
Radical change
New processes
New organizational structure
New IT architecture
New philosophy of doing business

33. Two teams – “As-Is” and “To-Be’ As-Is
Case Study – Heatway
Two teams – “As-Is” and “To-Be’
As-Is
Document current processes
Interview over 100 managers/employees
Identified extremely costly/inefficient order management process

34. To-Be Case Study – Heatway
Benchmark other firms approaches to order management
Non-competitive benchmarking
Find best-of-breed order management processes

35. Result Case Study – Heatway
Highly integrated information management systems
Coordinated interface between sales, engineering, finance, manufacturing and inventory management
Implemented SAP software
$150 million project
Met resistance by management negatively impacted by the project