BUS 273f (1)
MANAGING SERVICE ORGANIZATIONS
COURSE SYLLABUS
Spring 2015
Class Hours: Tuesday and Thursday 12:30 pm – 2:00 pm
Location: To be determined
Anita L. Tucker, DBA
Associate Professor of Operations Management
Office Hours: Thursdays 2:30 pm – 4:30 pm
I am happy to meet with you on other days and times, just send me an email request.
Sachar 209B
781-736-8542 (office phone)
atucker@brandeis.edu
Revision date November 3, 2014
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COURSE DESCRIPTION
Overview
Services are an important-and increasing-component of modern economies. They include
business-to-consumer companies, such as banks, restaurants, and hospitals; as well as businessto-business organizations, such as software and information technology firms. Many innovative,
new business models have sprung from the service industry, such as Uber, Netflix, and Zipcar.
Today’s business students will be expected to understand how to effectively design and manage
service organizations.
By taking this half-semester course you will gain the knowledge and skills to design, assess, and
improve the operations of service organizations. The topics that we will cover include: a model
for achieving excellence in service organizations, revenue management, and strategies for
reducing waiting time.
Learning Goals
In this course, you will learn the key topics in managing a service organization.
By the end of the course you will:
 Be able to articulate tradeoffs among potential service models (e.g., low cost versus
convenience), and the customer and employee management systems.
 Understand how to manage supply and demand, and techniques for handling imbalances
between the two.
 Calculate key performance metrics for service organizations, and understand how to
improve them.
Teaching Methods
The focus of the course will be on learning and applying fundamental service operations
management principles and techniques. We will learn key concepts through textbook chapters,
journal articles, teaching cases, and hands-on exercises. The final presentation assignment will
give you the opportunity to work with a team of fellow students to design a new service concept
or study a topic from class in more depth.
Course Prerequisite: None, although it is helpful to have taken the core OM course so that you
have an understanding of process analysis, such as capacity and flow rates.
Materials
This course will use business school cases, text book chapters and exercises. I have created a
course packet on the Harvard Business Online website where you can purchase some of the
materials, including the Harvard Business cases and the on-line exercise, for this course. The
URL is shown below:
https://cb.hbsp.harvard.edu/cbmp/access/27952723
Students can access PDF files of course materials via the link for six months from the date of
purchase. You will have immediate access to the materials upon placing your order, for
subsequent access, you must login to http://harvardbusinessonline.org
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The textbook for the course is
 Service Management: Operations, Strategy, Information Technology, 2014, 8th edition.
Fitzsimmons, Fitzsimmons, and Bordoloi. McGraw-Hill. ISBN: 0078024072.
This textbook is ~$140 used. The 2010 7th edition (~$45) and 2007 6th edition (~$4) are
acceptable and can be found on amazon.com.
Grading:
Grades are based on several components.
Class Participation (35%). Class participation is determined by your preparation and active
participation during class. The two simulations will be part of your participation grade. Your
grade on those assignments will be determined by the accuracy of your preparation work as well
as your engagement during the exercise.
Class attendance is required. If you are unable to attend class, please let me know in advance, if
possible, including the reason you are unable to attend. You will not be penalized for one
absence, but any absences beyond that will hurt your grade.
For case discussion and group exercises, you are expected to actively listen, respond to
questions, express your viewpoints, and respond to comments from your fellow students. I will
keep a record of class participation for each student and assign a grade based on the quality of
your in-class comments. One or two high quality comments during class is preferred over
frequent, low-quality participation. Participation is necessary, as attendance without participation
will result in a C+ participation grade (assuming there are no more than one absence). High
quality (e.g., contributing analysis, synthesis) participation for most classes will be an A.
Consistent, although not always breakthrough participation will be a B.
Please leave your laptops closed during class unless there is a specific reason to use the computer
(e.g., the revenue management simulation). Also, please be courteous to your fellow students by
arriving on time, refraining from being on your phone during class, or leaving in the middle of
class.
Case Write ups (20%)
You will be submitting your preparation work for two short cases that are in the text book, Clean
Sweep, and Athol Furniture. The write-ups should be done by you individually and turned in at
the start of class. They should be no more than 5 double-spaced pages, plus any exhibits.
Presentation and Executive Summary (45%)
You will prepare a group (4 or fewer students) presentation and submit an accompanying short
paper that summarizes your project (5 pages). You will make a ~10 minute presentation of your
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project to the class on the last day. You will turn in a copy of your presentation and your paper to
me for grading before the start of class.
There are two different types of projects. Please chose the one that most interests you.
1) Use the Service Model (service offering, funding mechanism, customer management
system, employee management system) to
a. Develop a new service business –OR–
b. Enhance an existing business (e.g., self-serve kiosk for a hospital) –OR–
c. Comparative analysis of two service businesses in the same industry with very
different operating models. (For example, In-N-Out Burger versus Burger King).
You can compare their service offering to their customers (e.g., cost-focus,
quality-focus, flexibility-focus, etc.), how they arrange their operations to deliver
their service offering, how it is funded, and any differences in their employee and
customer management systems (e.g., selection, training, rewards).
2) Use the quantitative topics from class to analyze an existing service company’s
operations. Some examples are:
a. Loyalty Programs. Examine how a company designs its loyalty program and how
the data might be used to increase profitability for the company and satisfaction
for the customer. Assess the impact on the employees.
b. Waiting time. Conduct a study of the waiting time at a service organization. What
strategies does the company use to reduce wait times? Develop other ideas to
decrease waiting time.
c. Examine poka-yoke devices used by service organizations to prevent service
failures. Take photos of poka-yoke devices beyond those listed in the textbook.
Come up with ideas for new poka-yoke devices for other services that have
problems with errors.
d. Work with a service company to create a control chart for a process
e. Administer the Servqual Instrument to customers of a service organization for
which you might be able to gain access. Identify the biggest gap (e.g., Market
research, design, conformance, or communication).
f. Facility locations: Map out the locations of a company’s service locations. What
criteria do companies use to determine their locations? Determine locations that
should be explored for future growth.
g. Servicescapes: Examine the servicescape of two different businesses in the same
industry. How do the servicescapes and process flows impact the customer
experience and the organization’s profitability and efficiency?
Grading Rubric for the project and presentations (100 points in total)
15 points: CUSTOMER RESEARCH. Did the students conduct some type of market research
with customers or the targeted customer base? (For example, you could survey 20 people, or
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conduct a more in-depth interview with 5 potential customers to find out their preferences for the
proposed service.)
15 points: COMPANY INTERVIEW. Did the students contact an existing company in the
business to learn what the difficulties or challenges might be of implementing their proposed
solution? Or to learn more details about the actual practice?
15 points: COURSE FRAMEWORK. Did the students frame their project using a key element
from our course? For example, the service model, or capacity management strategies.
10 points: OVERALL QUALITY PRESENTATION. Was the presentation well done, free of
typos and with good graphics? Was the delivery good? (clear, understandable)
15 points: OVERALL QUALITY PAPER. Was the paper well written? Was it free of
typographical errors? Was the information presented clearly? Did they use citations from
published literature to substantiate their claims and explain where they got their data from?
30 points: RIGOR.
 Did the students conduct rigorous analysis of their problem? Was there a financial
analysis of the potential business idea, or payback period of the improvement?
 Did they think through the implications of their service design or suggested
improvement? Is there depth in their report and lessons?
 Did they conduct any research (e.g., market size, trends over time, competitors) to inform
their project?
Communication
We will use Latte for posting course slides and for class announcements. Assignments should
also be submitted on Latte unless otherwise instructed. Email usually is the best way to reach me
besides coming to my office hours.
Special Accommodation
If you are a student with a documented disability on record at Brandeis University and wish to
have a reasonable accommodation made for you in this class, please see me immediately.
Academic Integrity
You are expected to be familiar with and to follow the University’s policies on academic
integrity (see http://www.brandeis.edu/global/current-students/academic/integrity/index.html).
Instances of alleged dishonesty will be forwarded to the Office of Campus Life for possible
referral to the Student Judicial System. Potential sanctions include failure in the course and
suspension from the University.
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Date
Day
Class #
1/13/2015
Tu
1
Tentative syllabus for Managing Service Organizations
Topic
Reading
Case
Introduction
The Service Economy
Fitzsimmons Ch 1, The Service
Please prepare The
Economy; Ch 2 Service Strategy
Alamo Drafthouse case
from the textbook
1/15/2015
Th
2
Service Offering
1/20/2015
Tu
3
Funding Mechanism
1/22/2015
Th
4
Customer
Management System
1/27/2015
Tu
5
Employee
Management System
1/29/2015
Th
6
Diagramming a service
process
2/3/2015
Tu
7
Service Quality
Service Design
The 4 things a service business
must get right. HBR Reprint
0804D. (Frei, HBR, April 2008).
Fitzsimmons Ch 3, New Service
Development, pgs 65-67.
(“Innovation in services”, “New
Service Development”)
Fitzsimmons Ch 4, The Service
Encounter, p 102 – 103. (“The
Customer”)
Fitzsimmons, Ch 4, The Service
Encounter, pgs 106-107. (“The
Service Profit Chain”)
Managing the Core
Service Blueprinting:
Fitzsimmons Ch 3, p 72-73. (The
paper “Service Blueprinting”
2007 by Bitner et al. provides
more details.)
Ch 5, Supporting Facility and
Process Flows.
Fitzsimmons Ch 6, Service
Quality
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Assignment Due
Introduce the
course
presentation
project
Commerce Bank (603080)
Innovation at Progressive
(A): Pay as you go
insurance (602175)
Fill out the poll
question before
class
Zip Car (605054)
Team and Project
topic due
Quik Trip (611045)
Guest Speaker:
Phil Menzel, VP
HR, Sears
In groups of 3, create a
service blueprint for a
specific service company.
Be prepared to discuss
with the class.
Guest speaker
Susan Spraragen,
Principal Design
Researcher,
Pitney Bowes.
Service
experience
design
consultant
Case write up
due
Prepare the case Clean
Sweep, Inc., on pages
172-174.
2/5/2015
Th
8
Location
2/10/2015
Tu
9
Process Improvement
Fitzsimmons, Ch 8, Service
Facility Location
Prepare the case Athol
Furniture, Inc. pgs 240242.
Guest speaker:
Roger Berkowitz,
CEO of Legal
Seafood
Case write up
due
Guest speaker:
Barry Sloane,
CEO of Century
Bank
Cincinnati Children’s
Hospital Medical Center
(HBP Case 609109)
Service Analytics
2/12/2015
Th
10
Revenue Management
2/17/2015
Tu
--Break--
2/19/2015
2/24/2015
Th
Tu
11
--Break-Revenue Management
2/26/2015
Th
12
Revenue Management
& Queuing Theory
3/3/2015
Tu
13
Queuing Theory
Cachon and Terwiesch, 2006.
Chapter 6: Variability and its
impact on process
performance, 1st edition,
McGraw-Hill.
The "Killer Application" of
Revenue Management:
Harrah's Cherokee Casino
and Hotel. 2008. Metters
et al. Interfaces 38 (3):
161-175.
*Introduce the
revenue
management
exercise
Motherland Air Revenue
Management (Play the
Simulation during class)
Submit your
revenue
management
decisions at the
start of class.
*Introduce the
multiple server
queues exercise
Debrief Motherland Air
and discuss article
Patient Flow at Brigham
and Women’s Hospital (A)
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Exercise:
Multiple Server
(608171)
3/5/2015
Th
Presentations
8
Queue(4386)
Session 1 The Service Economy
This session introduces service organizations and some frameworks that will help us
study different service companies. Please read Chapters 1 and 2 in the Fitzsimmons
textbook. Please be prepared to discuss the case study “The Alamo Drafthouse”. (You
don’t need to turn in anything).
Case:
The Alamo Drafthouse
Case Preparation Questions:
1. Marketing analysts use market position maps to display visually the customers’
perceptions of a firm in relation to its competitors regarding two attributes.
Prepare a market position map for Alamo Drafthouse using “food quality” and
“movie selection” as axes.
2. Use the “Strategic Service Vision” framework to describe Alamo Drafthouse in
terms of target market segments, service concept, operating strategy, and service
delivery system.
3. Identify the service qualifiers, winners, and service losers for Alamo Drafthouse.
Are the Alamo purchase decision criteria appropriate for the multiplex movie
theater market? What do you conclude?
4. Use Porter’s Five Forces Model to assess the strategic position of Alamo
Drafthouse in the “entertainment industry.”
5. Conduct a SWOT analysis to identify internal strengths and weaknesses as well as
threats and opportunities in the external environment.
Session 2 Service Offering
This class introduces the “Service Model” Framework via a case and an article reading.
We will be discussing the service model over the next three classes.
Reading:
The Four Things a Service Business Must Get Right. 2008. Frei, Frances.
Harvard Business Review.
Case:
Commerce Bank (603080)
Case Preparation Questions:
1. Analyze Commerce Bank's service delivery system prior to Retailtainment. How
well does the company's operations design support its competitive position?
Which decisions in particular do you find critical to the bank's success?
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2. What was the motivation for the Retailtainment program? How well did
Retailtainment meet these goals? How if at all would you modify the program?
3. What would you advise as the competitive response to Commerce Bank's market
entry?
4. Briefly look at the financial statements for Commerce Bank and the industry
(Exhibits 1-4). Do you see support, or cause for concern, of the bank's strategy in
the financial statements?
Session 3 Funding Mechanism
During this class we will discuss various ways that companies can fund their efforts to
provide excellent service.
Progressive Corporation is an auto insurance provider that began as a provider of
insurance to high-risk drivers ("non-standard"drivers). Over time, the company began
insuring "standard" drivers as well. Back in 2000, the company piloted a new service, a
pay-as-you-go insurance product called "Autograph". At the time of the case, the
company was deciding whether to roll out the innovation on a larger scale.
Reading:
services)
Fitzsimmons Ch 3, New Service Development, pages 65-67 (Innovation in
Case:
Innovation at Progressive (A): Pay as you go insurance (602175)
Case Preparation Questions:
1. How does Progressive's performance as an auto insurer compare to that of typical
insurance companies? How has its performance changed over time? What
explains the difference in performance?
2. Customers of auto insurers are very price sensitive. How problematic is it to
Progressive that customers almost always select the insurer that offers the best
price?
3. Assess the viability of the Autograph system. What level of consumer acceptance
will it take to make Autograph successful?
4. What are the barriers to consumer acceptance? Should Autograph be expanded
nationwide? Please fill out the Latte poll associated with this question.
Session4
Customer Management System
This class discusses the role of customers in service organizations’ operating system. As
the customer participates in the service delivery process, it is important to be able to
influence their behaviors. We consider two types of control mechanisms: normative and
instrumental controls.
Reading:
Fitzsimmons, Ch 4 The Service Encounter, p 102-103 (The Customer)
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Case:
Zip Car (605054)
Case Preparation Questions:
1. How would you characterize the service that Zipcar provides? Who are its
competitors? What role does it play in its competitive landscape?
2. In your opinion, what are the critical success factors for Zipcar?
3. Which mechanisms does Zipcar have in place to manage customer behavior?
What, specifically, are the mechanisms intended to accomplish? What
adjustments, if any, would you recommend the company make?
4. Many other service organizations have sprung up (such as Uber, Air BnB) where
the exchanges are between individuals rather than the traditional employee and
customer exchanges. What do you think accounts for the increase in these types of
businesses and what it required for them to be successful? How much of a threat
do you think they pose to traditional companies, such as Hilton Hotels?
Assignment: By the start of class, you should have turned in the names of the members
of your course project team and your topic using Latte assignment.
Session 5 Employee Management System
This session studies the employee management system, which is comprised of selection,
training, job design and performance management.
GUEST: We will be joined by Mr. Philip Menzel, who is a 20 year human resource
executive. Currently he is Vice President for Human Resources at Sears. He will speak to
us about his views on managing employees and the service profit chain. Please come
well-prepared for the Quik Trip case and ready to engage with Phil.
Reading:
Fitzsimmons Ch 4 The Service Encounter, p 106-107 “The Service Profit
Chain”
Case:
QuikTrip (611045)
Case Preparation Questions:
1. Should Chet Cadieux break with successful precedent and accelerate his entry
into North Carolina? What are the potential costs and benefits of this
acceleration?
2. Why has QuikTrip been so successful? What are the most surprising elements of
QuikTrip’s success?
3. What operating decisions has QuikTrip made to increase labor productivity and to
allow employees to be integral to their success?
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4. Is QuikTrip’s success sustainable? What could cause QuikTrip’s business model
to falter?
Session 6 Diagramming a Service Process
This session is the first in a module on “Managing the Core”. We will use this class to
explore several methods for diagramming the flow of work and interactions in a service
organization. You should use these methods to depict the service operation that you study
for your project.
Reading:
Fitzsimmons Ch 3, New Service Development, p 72-73 “Service
Blueprinting”.
Fitzsimmons Ch 5, Supporting Facility and Process Flows
1. In groups of 3, create a service blueprint for a service business. Be prepared to
present your blueprint to the class.
Session 7 Service Quality
The intangible nature of the service package requires a comprehensive approach to
quality control that begins with service design and includes the attitudes, training, and
motivation of service personnel. Our discussion begins with defining and measuring
service quality using the SERVQUAL instrument. The idea of designing quality into the
service process includes tools such as Poka-yoke or failsafing, and quality function
deployment. A Walk-through Audit quality assessment tool is developed with an
example. Achieving service quality begins with understanding the cost of quality and the
use of statistical process control techniques. We will also discuss the topic of service
recovery planning.
Reading:
Fitzsimmons Ch 6, Service Quality
Case: Clean Sweep Case, Fitzsimmons p 172-174.
Case Preparation Questions: Please write up your answers to the questions below, and
submit them on Latte. This will count as one of your case write-ups and it must be done
individually.
1. Prepare an X -chart and R-chart for complaints, and plot the average complaints
per building for each crew during the 9-month period. Do the same for the
performance ratings. What does this analysis reveal about the service quality of
CSI’s crews?
2. Discuss possible ways to improve service quality.
3. Describe some potential strategies for reducing CSI's staffing problems.
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Session 8 Location
This class discusses techniques that service organizations can use to determine which
physical locations should be used as the sites of new stores.
Reading:
Fitzsimmons, Ch 8 Service Facility Location
Case:
Athol Furniture (Fitzsimmons pg 240-242).
Case Preparation Questions: Please answer the questions about the case in the text book.
You will turn in your answers before class on Latte. This counts as one of your case
write-ups. It should be done individually.
1. Utilizing a spreadsheet version of the Huff location model (with  = 1.0),
recommend a store size and location for AFI that will maximize expected net
operating profit before taxes. Assuming that AFI does not wish to consider a
store smaller than 10,000 square feet, assess the store sizes (based on increments
of 5,000 square feet) up to the maximum allowable sales area for each potential
site.
2. What is the expected annual net operating profit before taxes and market share for
the outlet you have recommended? Defend your recommendation.
3. Try two other values of  (e.g., 0.5 and 5.0) to measure the sensitivity of customer
travel propensity on your recommended location.
4. Briefly state any shortcomings you may perceive in this model.
Session 9 Process Improvements
In this class we will explore an organization that, unlike Toyota, did not have a culture of
continuous improvement. The case discusses the steps that the senior leadership team
undertook to create such a culture. The case also enables us to explore commonly used
tools for process improvement, such as Plan-Do-Study-Act (PDSA) cycles.
Case: Cincinnati Children’s Hospital Medical Center (609109)
Cincinnati Children’s Hospital Medical Center (CCHMC)’s performance on cystic
fibrosis was in the bottom quarter of all cystic fibrosis centers in the U.S. when it began
its turnaround efforts.
Case assignment questions:
1. How would you characterize the improvement strategy at CCHMC?
2. What is your assessment of CCHMC's policy of transparency? Are they being too
open with performance data? Why or Why not?
3. What are your thoughts on CCHMC’s pursuit of perfection without regard to
financial implications? Will pursuing perfection put them out of business?
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4. Moving forward, what would you recommend to sustain the hospital's
improvement efforts?
Session 10 Revenue Management
This class will discuss revenue management, which is an approach that companies can
use to make sure that capacity is reserved for their highest paying customers, who also
usually do not ‘arrive’ until close to the service date. Without techniques like revenue
management, companies might allocate too much capacity to the early-arriving demand
from the value-seeking customers.
Reading:
The “Killer Application” of Revenue Management: Harrah’s Cherokee
Casino and Hotel. 2008. Metters et al. Interfaces 38(3): 161-175.
Note: We will not focus on the technical aspects mentioned in the case, nor are you
expected to be familiar with the methods and citations referenced in the article.
Preparation Questions:
1. What do you think accounts for Harrah’s success with revenue management at its
properties? Why do you think that all casinos don’t track their customers to the
same extent that Harrah’s does? Under what conditions might revenue
management be less successful?
2. What aspects of Harrah’s Cherokee Casino and Hotel (HCCH) revenue
management system struck you as the most novel or interesting?
3. What do you think are the most difficult aspects of implementing revenue
management? How can these challenges be mitigated?
4. Can you think of new ways to leverage concepts of revenue management in other
industries? What are the benefits and risks associated with your ideas?
At the end of the class, I will introduce and explain the revenue management exercise
that we will be doing in the next class. You will need to work with your group –
randomly assigned by Latte--on the assignment and submit your answers before the
next class (Session 11).
Session 11 Revenue Management
During this class you will get to try your hand at Revenue Management! We will be
doing a simulation of selling airplane tickets where you get to vary the price you charge
for different fare classes, and how many of the seats to reserve for the highest fare
passengers. You need to work with your group (randomly assigned by Latte) before class
to determine what prices you are going to charge, how much capacity to reserve, and
what your strategy will be for adjusting these decisions as time unfolds and the seats start
being sold.
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Online Simulation:
Motherland Air
Assignment: Your team needs to make the following decisions for the 24th week before
the plane departs and submit your answers via Latte.
1. OVERBOOKING AMOUNT. The number of tickets you will sell beyond the
plane’s 100 seat capacity.
2. PRICING. Determine the prices you will charge for full and discount fare classes.
The current prices are $1000 for business class (full), $400 for tourist class
(discount), and $100 for deep discount tickets. You may keep prices the same,
raise full and discount prices by 10%, or lower full and discount prices by 10%.
3. RESERVATION LIMIT. This is the maximum number of deep discount tickets,
and deep discount plus tourist class tickets you will sell by a given time period.
The final number will be the maximum number of tickets (the sum of all three
types) that you will sell, which is 100 plus your overbooking amount.
To make these decisions, you might want to answer these questions.
a. Pricing: Use the data from Figure 2 and Figure 3 in the case (also
provided in the excel spreadsheet) to determine the historical average
combined demand for full and discount fare tickets on the 40 flights of
the 400-seat 747. How does this compare to your plane’s 100-seat
capacity? What does this suggest with regard to pricing and the
number of tickets to allocate to the three fare classes?
b. Overbooking level: To determine your overbooking level, it may be
helpful to build an excel matrix of the expected costs of various
overbooking levels – as determined by a range of no show rates. If the
overbooking amount (say 5 tickets) is greater than the no show rate
(say 0 no-shows), then the cost is the penalty described in the case
($200* the # of overbooked tickets squared). If the number of
overbooked tickets (e.g. 5) is less than the no-show rate (eg 6), then
the cost is $1000 of revenue per unsold ticket (6-5=1). Finally, you can
use the data from Figure 2 and Figure 3 to calculate the no-show rates
for the 40 flights. Use the data to calculate the probabilities of various
no-show levels (e.g. what is the probability of zero no shows? Of only
1 person being a no-show?, etc.). You can use these probabilities to
determine the expected value of various overbooking amounts. (e.g.
What is the expected value of overbooking 5 tickets?) Use this
analysis to help you decide on your overbooking level.
Session 12 Queuing Theory
During this class we will discuss the results from the revenue management simulation.
We will also discuss queuing theory.
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I will be introducing an online laboratory, “Multiple Server Queues” during the class. It is
due at the start of next class (Session 13). You can talk with other students about this
assignment, but you must submit your own set of individual answers.
Reading: Cachon and Terwiesch 2006, 1st edition. Chapter 6“Variability and its impact
on process performance.”
Session 13 Queuing Theory
During this class we will discuss the application of queuing theory to a real situation:
patient flow in hospitals.
Case:
Patient Flow at Brigham and Women’s Hospital (A) (608171)
Case Preparation Questions:
1. What would you recommend that the hospital do to improve patient flow to the
ICUs?
2. Why do you think that several people didn’t follow the official procedure for
requesting ICU beds that day? Do you think this is a big problem? Why or why
not?
3. In Exhibit 5, analyze chain of emails including Dr. Rogers’ original e-mail. What
do these emails show about the ability of organizations to learn from negative
events? As Chief Medical Officer or Chief Executive Officer for the hospital,
what, if anything, would do in response to this situation?
4. Examine the formula for waiting time on page 8 of the case. What does this tell
you about the levers for reducing waiting time for patients? What are the
implications of the formula for managers?
Please also prepare the lab “Multiple Server Queue” 4386 and submit your answers to
the questions via the application. To do this, you need to download the exercise from
the Harvard Business Publishing website, and complete the questions.
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