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The New York city transit authority.

Extracts from this document...

Introduction

THE NEW YORK CITY TRANSIT AUTHORITY 231st STREET STATION PROFESSIONAL DIPLOMA IN MANAGEMENT TABLE OF CONTENTS SUMMARY 3 INTRODUCTION 3 EXTERNAL STAKEHOLDERS 3 INTERNAL STAKEHOLDERS 3 THE MAJOR PROBLEMS FACING JOHN GERST IN THE NEW YORK 4 POOR CUSTOMER PERCEPTION OF SERVICE PROVIDED BY NYCTA 4 DESIGN GAP 4 THE COMMUNICATIONS GAP 4 THE ORGANISATION GAP 4 SERVQUAL 5 COORDINATION BETWEEN DIFFERENT DEPARTMENTS OF THE ORGANISATION 6 FIGURE 2. BLUEPRINT FOR STATION 231ST 6 FIGURE 1. THE VALUE CHAIN (PORTER - 1985) 7 FIGURE 1. INCREMENTAL IMPROVEMENT VERSUS RADICAL IMPROVEMENT 8 FIGURE 3. THE PERFORMANCE-IMPORTANCE MATRIX 10 FARE EVASION 11 DISCUS WHAT YOU HAVE LEARNED FROM THE STUDY OF THIS CASE. 11 ILLUSTRATE YOU ANSWER WITH REFERENCE TO PERFORMANCE PROBLEMS OR RECENT ATTEMPT AT PERFORMANCE IMPROVEMENT IN YOUR OWN ORGANISATION. 12 SUMMARY The aim of this critical appraisal is to articulate the problems facing John Gerst in the New York City Transit Authority case and how he tackled them. In order to tackle the question, firstly I have enlisted major concerns for John Gerst and than I divided them into three block: > CUSTOMER PERCEPTION OF SERVICE PROVIDED BY NYCTA > COORDINATION BETWEEN DIFFERENT DEPARTMENTS IN NYCTA > FARE EVASION The second part is my reflection on what I have learned from the study of this case and how those lessons might be applied to my organisation. Then I have attempted to illustrate my answer with reference to performance problems or recent attempt at performance improvement in my own organisation. INTRODUCTION The New York City Transit Authority, an agency operating metropolitan transit system, has annual budget of $3 billions and over 50,000 employees. The subway is the most extensive and used in the world with 722 miles of track and over 1 billion trips taken every year. Trough its 469 stations and 5, 800 subway cars over 3, 5 millions passengers pass every day. ...read more.

Middle

COORDINATION BETWEEN DIFFERENT DEPARTMENTS OF THE ORGANISATION In order to have a deeper look inside the organisation activities at Station 231st and therefore better understanding I have decided to use the PROCESS-FLOW DIAGRAMMING - (Shostack 1984) shown in Figure 2. Service blueprints are a visual description of a service system, providing a framework for service design or re-design NEW YORK CITY TRANSIT AUTHORITY - 231st Street Station Physical evidence printed timetable Token Train Customer actions Customer at station Queue for Queue for Waiting for train Board Bus & pedestrian Token kiosk Turnstiles on platform train JG 'meet & greet' Line of interaction Onstage contact Token Sale of Transit Pass Train Train employee actions Kiosk Token(s) Police Working Driver arrival staff presence turnstile Line of visibility Backstage contact Token 'Cash up' employee actions Kiosk Kiosk till staff Line of interaction Support processes Token Obtain token TA Turnstile Kiosk Supplies maintenance maintenance Staff staff Figure 2. Blueprint for Station 231st Almost all activities taking place at the Station 231st take place in the line of interaction and are visible for customer. In fact, staffs react on customer action. Service blueprint breaks down the operation into different steps, showing what occurs in each step i.e. queuing for tokens, turnstile, passing through, waiting on the platform etc...from the customer's perspective is a logical path to take. The above blueprint shows: customer actions perform in acquiring, consuming & evaluating the service at Station 231st going to next process steps of front-office personnel, those who served them like John Gerst, office clerks; their actions, being visible to them are classified as onstage contact employee actions. Other actions by front-office personnel might not be visible; these are classified as backstage contact employee actions /token supplies/ and finally support process - performance necessary for contact activities to take place in delivering the service /turnstile maintenance/. We can clearly see that the direct evaluation of the process by customer starts from the moment of entering the station and ends on the departure from the station. ...read more.

Conclusion

It is a clear business case for installing new turnstile. And it should be done, because it is not about the money it is also about improving the performance, the quality of delivering the service by cutting passing time through turnstiles, which should reduce possibility for offenders to jam them and every jump over them will be much more noticeable. DISCUS WHAT YOU HAVE LEARNED FROM THE STUDY OF THIS CASE. * need for cooperation and coordination between departments, otherwise the chance to succeed is greatly reduced; lack of it is harming SMP in NYCTA case. * before you embark on any project have a plan, even more, have a plan how to execute the plan, I think in the case there was no great amount of planning which will not help in coordinating the activities in NYCTA * if project involves changes, prepare/train /involve all interested parts in your project, it is important to have a whole organisation involve to succeed not just some parts / NYCTA/ * create clear organisational structure; the structure in NYCTA is a mess I would say almost unchangeable. * define responsibility and make somebody accountable , lack of accountability has led almost to the bankruptcy of NYCTA * keep an eye on bureaucracy * get decision making people on board /absent them from SMP is slowing the process and changes/ * importance of negotiation and political skills /for example John Gerst is lacking them it would be for him difficult to get something later on / but he is good at building relationship and network around him * it is important to understand multiple perspectives and processes, probably the most valuable lessons that I learnt. It is crucial to remember that your action affects others people, departments or processes. so try to minimise the negative affect of this action, which might involved planning in advance. ?? ?? ?? ?? 4 ...read more.

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