1. Quiz 4

2. 1. (True/False) The more slot machines you can place in a 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 throw immediately following a decision
E. None of these
Answer: The throw immediately following a decision

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 380
Section 101: 9:00 – 9:50 AM in KOBL 380 – Noah
Section 102: 10:00 – 10:50 AM in KOBL 380 – Whitney
Section 103: 11:00 – 11:50 AM in KOBL 380 – Whitney
Section 104: 12:00 – 12:50 PM in KOBL 320 – Jason
Section 105: 12:00 – 12:50 PM in KOBL 320 – Addison
Section 106: 1:00 – 1:50 PM in KOBL 320 – Vimi
Section 107: 1:00 – 1:50 PM in KOBL 320 – Chris
Section 108: 2:00 – 2:50 PM in KOBL 320 – Nhan
Section 109: 2:00 – 2:50 PM in KOBL 320 – Chris
Section 110: 3:00 – 3:50 PM in KOBL 320 – Addison
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. Important Research Source
UNLV Gaming Research & Review Journal
Available through Chinook
Once you open the link above, type in “UNLV Gaming Research & Review Journal” to bring up a great resource.
Black Jack Process Map Video

16. 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

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

18. 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

19. 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

20. 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?

21. 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

22. 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

23. 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

24. 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

25. 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.

26. 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

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

28. Process Reengineering