Category Archives: New Product and Service Development and Process Selection

Printing in a Fishbowl

Printing in a Fishbowl If working at the Kinko’s shops in New Orleans i like working in a fishbowl it  a two way fishbowl where the fish are always peering back at their audience. The crazy-quilt mix of customers provides endless entertainment and a fund of oddball stories to exchange over beers  sampling. • One woman in listed that the manager throw away the ribbon on the elf-service typewriter he a

Broadway and Benihana

Broadway and Benihana Kinko’s management style draws on both the restaurant business and the stage. Fast copies are like fast food, say the managers. It’s not just that every Big Mac is a copy of every other one. Images of eating come up again and again as they try to explain what keeps their customers coming back “Making copies is addictive,” says Windsor, and points to her clientele of 

Printers Sneer

Printers Sneer Kinko’s is unique. For one thing, it doesn’t do a lick of offset printing. It makes copies,copies, d almost nothing but copies. On the side it binds, folds, staples, collates, makes  pads, and takes passport photos. I Kinko’s is also unique among quick printing chains in that it doesn’t franchise. All 300 or so Kinko’s stores are divided among a few closely held corpora

Kinko’s Copier Stores

Kinko’s Copier Stores “We’re not your average printer:’ says Annie Odell, Kinko’s regional manager for Louisiana. She’s right. She may have the only print shops in town where customers come as much for the company as for the copies. It’s a free-wheeling, high-tech operation that marches to the beat of a different drum machine. It looks chaotic; it is chaotic. Yet it prod

No Mock-Up

No Mock-Up After everyone on the team gave their thumbs-up, the data for the parts were electronically transferred directly into computer-aided manufacturing systems at the various suppliers. The NCR designers were so confident everything would work as intended that they didn’t bother making a mock-up. DFM can be a powerful weapon against foreign competition. Several years ago, IBM used Boothroyd Dewhurst

Nuts to Screws

Nuts to Screws One u.s. champion of DFM is Geoffrey Brotherhood, a professor of industrial and manufacturing engineering at the University of Rhode Island and the co-founder of Brotherhood Hurst Inc. This tiny Wake-field (R.I.) company has developed several computer programs that analyze designs for ease of manufacturing. The biggest gains, notes Brotherhood, come from eliminating screws and other fasteners. O

The Best Engineered Part Is No Part

The Best Engineered Part Is No Part Putting together CR Corp.’s new 2760 electronic cash register is a snap. In fact, William  . Prague can do it in less than two minutes-blindfolded. To get that kind of easy assembly Prague a senior manufacturing engineer at NCR, insisted that the point-of-sale terminal be designed so that its parts fit together with no screws or bolts. The entire terminal consists of ju

The Personal Attention Approach

The Personal Attention Approach The personal attention approach is basically the concept of mass customization applied to services. With this approach each customer is treated as an individual with the service firm often maintaining a database of each customer’s likes and dislikes. This data can be collected manually in personal books  as noted below at Angstrom’s  or more formally by electronic m

The Customer Involvement Approach

The Customer Involvement Approach In contrast to the production line approach C. H. Love lock and R. F. Young propose that the service process can be enhanced by having the customer take a greater participatory role in the production of the service+ Automatic teller machines (ATMs), self-service gas stations salad bars and in-room coffee-making equipment in hotels are good examples of where the burden of providi

The Production Line Approach

The Production Line Approach The production line approach pioneered by McDonald’s refers to more than just the steps required to assemble a Big Mac. Rather as Theodore Levitt notes  it is treating the delivery of fast food as a manufacturing process rather than a service process  The value of this philosophy is that it overcomes many of the problems inherent in the concept of service itself. That is  s