2.  All data collected and the setting location, Big Apple Bagel on Centre Street, is real.

3.  Customer service ratings weren’t at cooperate standards.  To check the efficiency of the customer service training.  To see if raises were necessary.

4.  The natural contingency of selling more bagels, has an outcome that is too small to effectively control the behavior of the employees.  The natural competing contingency is not having time to interact with co- workers

5. Has a given amount of satisfied customers Verbally greets one customer Has a infinitesimally larger amount of satisfied customers

6. Given amount of time to interact with co- workers Verbally greets one customer Has less time to interact with co- workers

8.  This graph shows the frequency of verbally greeting customers within 10 seconds of entrance before graphic visual feedback was presented.

9.  The goal is to have 95% of the staff greeting customers within 10 seconds of entering the restaurant.

10. Subsystem #__1___ Output Employees that verbally greet customer 95% of time within 10 seconds of entrance Standards Quality CurrentIdeal Just greetedVerbally Quantity 25% of employeesAll employees Timeliness Not within 10 seconds Within 10 seconds Cost N/A No more than $75.00 Process Changing employee performance through graphic feedback Production: XDistribution:R&D: Front lineCurrentIdeal Cost of Interventi on Personnel Shift ManagerShift managerN/A Procedures Customer service trainingCustomer Service training30 mins. Equipment N/APoster boardN/A Contingencies No contingenciesIncentive on being at 100%$20.00 ManagementCurrentIdeal Cost of Interventi on Personnel General Store Manager N/A Procedure Training workers on proper customer service skills Training employees on proper customer service skills 30mins. Equipment N/APoster board & markers to make graph$7.00 Contingencies No contingencies Bonus contingent on increase in customer service greetings to 100% $35.00 Input Employees that do not verbally greet customers 95% of the time within 10 seconds of entrance

12.  Intervention was designed with the General Store Owner, Jason Boussom, based on what worked in a previous BSAP project.

13. Will lose the opportunity to see positive visual feedback on Monday Verbally greets one customer Will not lose the opportunity to see positive visual feedback On Friday Fear of losing opportunity to see positive feedback on Monday Verbally greets one customer No fear of losing opportunity to see positive visual feedback on Monday

14.  Began March 19, 2009  Implemented for 4 weeks  Used graphic visual feedback for employees

17.  The intervention seems to have increased the greeting frequency of the Big Apple Bagel workers

18.  Recycle is hypothetical however, I’d use verbal feedback and visual feedback rather than just visual feedback.

20.  The recycle phase of graphical and verbal feedback seemed to have worked better than the initial intervention.

21.  List results of signed documents and an IOA score  IOA occurred 30% of the time during the project (1 time during baseline, 2 times during intervention).  IOA percentage was at 92%.

22.  The main findings from the questionnaire given to employees were  Most employees found the feedback to be helpful in monitoring their own performance  Most employees supported continuing the graphical feedback.

24.  Enjoyed meeting new individuals  Enjoyed performing a project in doing OBM researching.  Enjoyed working with the company

25.  General employees thought it was a great idea.  Made the employees more aware of how they treat the customers  The manager enjoyed the feedback since he’s never at the Centre St. location  General Manger was highly upset about the entire situation.