Tesco (cto cw) final

COMPETING THROUGH OPERATIONS

Module leader: Dr Peter James

10034344

November 2011

1

Table of contents

Introduction…………………………………………………………………….3

Section A……………………………………………………………………….4

Section B……………………………………………………………………….9

Section C……………………………………………………………………….14

Conclusion……………………………………………………………………..15

References……………………………………………………………………..16

Appendices…………………………………………………………………….17

Introduction

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Tesco Express is a branch of the global grocery and general merchandise retailer of

Tesco plc which is located close to Victoria Street in Bristol. It stocks mainly food

with an emphasis on higher-margin products in combination with everyday essentials

such us groceries, baked bread, alcohol, household products or toiletries. It is a

neighborhood convenience store which is appropriate for the local community

(www.localdatasearch.com).

In the pages that follow, I will present the results of a research that I have conducted

into Tesco Express. My research is based on the collection of primary data. Through

many visits to Tesco Express I could make many observations about the way it

operates. Also I have done an interview with the manager of the company (Scott

Finnegan) and I gave questionnaires to random customers who buy weekly from

Tesco Express. I will explain how operations management applies to this company

and to what extend it gives the potential to improve revenues and decrease its costs.

First of all, I will analyse the five performance objectives (Slack et al, 2004) and I will

use Tesco Express examples to explain how they apply to each objective.

Furthermore, I will indicate which of the five performance objectives is the most vital

for Tesco Express’s success in the marketplace.

Apart from these, I shall show definitions and figures of the design capacity, effective

capacity and actual outputs and I will indicate to what planned loss and avoidable loss

are for Tesco Express’s operation. After that I will outline which are the main

capacity constraints that affect the company.

Last but not least, I will present the capability index and I will identify what are the

potential causes for that variation. After that, I will state the fields of Tesco Express’s

operation that need improvement.

Section A

Performance Objectives

The operation needs direction as to how it should manage its resources and activities.

The five performance objectives can be considered as “the dimensions of overall

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performance that satisfy customers” (Rowland-Jones, O’Brien, 2004). These

dimensions consist of quality, speed, dependability, flexibility and cost. This will

ensure that the service it provides will meet the corporate objectives and the needs of

the target market and will establish how it will differentiate itself from the

competition.

Quality is about doing things in the right way. It is the most visible part of

what an operation does as a result a customer finds relatively easy to judge

about the operation. The important point is that quality has both an external

impact which influences customer satisfaction and an internal impact which

leads to stable and efficient processes (O’Brien, 2004).

So in the case of Tesco Express, quality relates to its customer service, the

staff’s friendliness and helpfulness, the facilities and the quality of products.

Tesco provides a fairly good quality of products but it has a limited variety of

brands for each type of product. Furthermore, in terms of its facilities, Tesco

Express has checkouts, shelves and fridges, 4 cameras and 2 screens which

monitor the customers during their shopping, automatic doors, security and 1

coffee machine for the customers who want to buy hot coffee. The staff are

very kind to you and if you find any difficulties they do the best they can in

order to serve you and make you satisfied (Personal observation, 2011).

Speed is about doing things in a timely manner. “It means the elapsed time

between customers requesting products or services and then receiving them.

For most products or services, the faster customers can have the product or

service, the more likely they are to buy it, or the more they will pay for it or

the greater the benefit they receive”. (O’Brien, p124, 2004).

Tesco in order to be efficient and fast has 4 employees in 3 cash tills and other

2 self-checkouts. The average time that each customer needs to be served for

each till varies from customer to customer as each one buys a different amount

of products.

Dependability means doing things in time for customers to receive their goods

or service exactly when they are needed, or at least when they are promised.

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Customers might only judge the dependability of an operation after the

product or service has been delivered. (O’Brien, 2004).

Tesco Express makes sure that its stock availability is there from early in the

morning so the customers can find on time the products that they want during

the day (Interview, Scott Finnegan, 2011).

Flexibility means doing things in a different way and is broken down into

different types including mix flexibility. This may mean changing what the

operation does, how it is doing it, or when it is doing it. Also being flexible

means being able to give fast service and save time, and keep the operation on

schedule when unexpected events disrupt the operation’s plans (O’Brien,

2004).

In terms of speed, Tesco Express is very flexible at busy times, especially

between 12 to 2 when people of the close buildings have lunch breaks. It

includes 5 checkouts (2 self-checkouts) and a maximum of 4 members of staff

enabling fast service and saving time (Interview, Scott Finnegan, 2011).

Cost means doing things economically. “The lower the cost of producing your

goods and services, the lower can be the price to your customers. The

operation will spend its money on staff costs, facilities, technology, equipment

costs and material costs”. (O’Brien, p45, 2004).

Tesco Express has higher cost products compared to other bigger grocery

stores but it always has some specific product offers and special discounts (e.g

buy one, get one free).

Using diagrammatic representation (Figure 1.0 and Figure 1.1) the Polar Diagram

shows how Tesco Express rates the objectives in importance in order to be a success

in its market and its actual performance as rated by its consumers. The

Performance/Importance Matrix helps target audiences recognise and rate certain

product or service features based on their importance to the rater and their impact on

the organisation’s overall performance (Prajogo, 2011)

These are the results of customers and the manager: (see Appendix 1)

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Figure 1.0 Polar Diagram of Tesco Express.

Quality

Cost

SpeedDependability

Flexibility

0

5

10

CustomersManager

Adapted from Slack et al (2004)

The polar diagram suggests that the business demonstrates a very good performance

in meeting speed and a fairly good performance in meeting quality and dependability

needs. We notice that there is a difference between the manager and the customers

regarding the performance of flexibility as the customers believe that is not as well

performed as the manager thinks. Furthermore, we notice that both manager and

customers have rated the cost of the products with a very low number, which indicates

low performance. Although, performing disappointingly in this area (cost), together

with the results from the diagram and field research, cost is the most vital objective to

succeed in the merchandise retail market. Cost is essential for Tesco Express to be

successful, because customers will choose its competitor if the cost is not right as this

is a key factor for customers. Tesco Express, has to ensure an efficient costing system

that can benefit both the consumer and the business.

Now we are going to show the performance of these factors and the criteria that

customers regard as important for them (of Tesco Express) in comparison with

Costcutter which is a local groceries store located opposite from Tesco Express and it

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is its main competitor. Because of the limit of time I managed to compare Tesco

Express with one competitor. (see Appendix 2)

Figure 1.1 Importance/Performance Matrix of Tesco Express

Adapted from Slack et al (2004)

In the figure 2.0 I have presented and analysed the results of the

Performance/Importance Matrix.

Figure 2.0

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9 8 7 6 5 4 3 2 1

1

2

3

4

5

6

7

8

9

Per

form

ance

Aga

inst

Com

peti

tors

Importance for Customers

wor

sesa

me

bett

er

Less Qualifying Order Winning

Excess

Appropriate

Improve

Urgent

Johnston & Clark, 2008 in James et al, (2009)

Section B

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a & b factors

Order winnersBetter

performance against competitor

c, d, e, h & i factors

QualifiersBetter


f & g factors

Less important factors

Same and slightly worse


Order WinnersFactors that can win us customers.Factors that can help us get customers to switching buying patterns.

QualifiersFactors that may not win us new customers.Factors that can help us keep our existing customers loyal to this operation.

Less Important FactorsFactors that will not help us win new customers or keep our existing customers loyal but they should not be ignored.Factors that may become more important in the future.

First of all, let’s see what capacity of an operation means. According to Slack et al

(2001, p338) “The definition of the Capacity of an operation is the maximum level of

value-added activity over a period of time that the process can achieve under normal

operating conditions”. So it is the maximum rate of production.

Design Capacity

According to Slack et al (p335, 2001) design capacity “Is the capacity which its

technical designers had in mind when they commissioned the operation”. In other

words, it is the maximum obtainable output, or use, of an operation that the designer

had in mind (theoretically) at the start (Slack et al, 2001). So from information

gathered (see Appendix 4) I know the design capacity of Tesco Express is to serve

300 customers per hour (each customer takes 1 minute to be served and there are 5

checkouts). In figure 2.0 I present the results of company’s design capacity, in terms

that all customers buy the same number of products (5 products).

Figure 2.1 Design Capacity

So in 16 working hours (1 day) it can serve 4,800 customers.

Effective Capacity

Effective capacity of an operation is design capacity but with a compulsory planned

loss. The planned losses are unavoidable, acceptable losses that are viewed as ‘part of

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60 minutes

5 checkouts 300 customers

1 minute

5 checkouts 5 customers

1 minute

1 checkout 1 customer

the process’ of the operation. In the case of Tesco Express, these losses can be the

closing hours, quiet periods (early mornings and evenings), staff breaks and

absenteeism. Also, it can be the extra seconds of change from one customer who has

been served to the next one, or the extra seconds that some customers need when they

struggle to use the self-checkouts and they need help. So the effective capacity is a

lower figure for the number of customers and for each hour, they actually take longer

time to be served (some people at around 2 minutes).

Therefore, using the previous figures, we can calculate the effective capacity,

formulated in figure 2.2.

Having subtracted the planned loss that will affect the amount of customers of Tesco

Express as it delivers the effective capacity result at 255 customers served in 69

minutes. So in 16 working hours (1 day) it can serve 4080 customers.

Actual output

Actual output is effective capacity minus avoidable loss. So actual output has even

lower value adding time due to avoidable loss-the thing that is unexpected and you are

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Effective Capacity

255 customers 69 minutes

Minus Planned Loss (Equaites 15%)


Design Capacity


not ready to see how to solve it. The avoidable losses of the operation include till

failures, lighting failures, power cuts or weather.

Figure 2.3 shows the calculations to find the Actual output of Tesco Express.

So in 16 working hours (1 day), it can serve 3,680 customers.

Diagram of Capacity at Tesco Express

Adapted from Slack et al (2009) by Cox (1996)

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Actual Output

230 customers 75.9 minutes

Minus Avoidable Loss (Equaites to 10%)

25 customers 6.9 minutes

Effective Capacity


Design Capacity Effective Capacity Actual Output0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

300255

230

45

45

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Blue Series 1: capacity. Red Series 2: planned loss, Green Series 3: avoidable loss

Figure 2.3 gives a good visual representation of the capacity performance of Tesco

Express

Main Bottlenecks

A main issue in determining maximum capacity is the effect of bottlenecks which

limits throughput rates as they are the most strict capacity constraints. Real capacity

can be much lower than the apparent capacity of rapidly performing machines.

(Martin K Starr, 1996). Bottlenecks can occur throughout the retail process for Tesco

Express, from communication with a customer to any technical problems.

Figure 2.4 illustrates areas where capacity constraints can take place in the operation

of Tesco Express.

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Tesco Express

Staff

Equipment

Technology

Amount of space

According to Figure 2.4 the main areas where capacity constraints can take place are

staff, equipment, technology and amount of space.

1. Staff availability is linked to the opening hours of Tesco Express. One

constraint would be the number of staff working at the checkouts at any one

point in time.

2. One more is the equipment. There are only 5 checkouts which means that they

can only serve a certain amount of customers over a time period.

3. The physical space of the store limits the amount of products that Tesco

Express can stock.

4. In the area of technology, close to the checkouts, there are 2 camera screens,

the number of times their page is refreshed gives a constraint as to the amount

of people the staff can monitor over a time period.

The main bottle neck that affects Tesco Express’s operation is the amount of the

checkouts, 5 checkouts (3 checkouts and 2 self-checkouts), in Tesco Express and

4 checkout staff (3 people for the checkouts and 1 person who can check if people

find any difficulties with the self checkouts) would both be the bottleneck as they

can only process 5 customers at a time. One more bottleneck is Tesco’s physical

space (2,200 square feet) with the amount of shelves that can provide in the

operation. There are 5 lines of 5 shelves of 3 metres in length each and consist of

5 “levels” each one and a certain amount of products that Tesco Express is able to

stock per day.

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Section CAccording to Slack et al (2007, p555, in James et al, 2009, p215) if the capability

index is “less than 1, it is taken to indicate the process is “capable”...assuming that the

distribution is normal”. I will now find out how long it takes to serve a customer in

Tesco Express (in terms that each customer buys the same amount and type of

products-milk, bread, shampoo, cereal and orange juice). To do this I will use the data

I gathered from the business itself (see Appendix 5) to substitute figures into the

formula of Capability Index:

CP = Upper Specification Limit – Lower Specification Limit

6 * Standard Deviation

USL: 120 (Interview, Finnegan, 2011)

LSL: 60 (Interview, Finnegan, 2011)

σ: 18.99501 (see Appendix 5)

Capability Index= 0.52 (see Appendix 5)

As we notice, the capability index is less that one, which basically means that it varies

too much to be reliable. The potential causes for that variation is possibly the poor

leadership and the poor management of the company (Interview, Store Manager,

2011). As a result, there is a lack of the staff’s efficiency because the staff are not that

motivated to work and this has a negative effect on their performance. The limited

number of tills and the slow speed of staff are some causes that create that variation.

However, according to the customers (see Appendix 1) the speed of Tesco Express

has a good performance because customers don’t really care if the checkout process is

going to take 10-20 seconds longer. On the other hand, the company’s policy is very

strict. In order to reduce the variability and make this operation more capable, Tesco

Express should increase the number of tills in order to serve a greater number of

customers, in less time and therefore increase its sales. One more initiative I would

suggest is to train the staff to be more efficient and faster, in order to serve each

customer in less time. Alternatively the company could provide some extra rewards so

employees will be more motivated.

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Conclusion

To conclude, what we have done so far is to see how an operation works within Tesco

Express.

In Section A we used the five performance objectives and concluded that cost is the

most vital objective for Tesco Express in order to succeed in its marketplace.

Therefore, with the use of field research and the diagrammatic representation, Tesco

Express needs to improve its performance in this area in order to match its actual

performance with what is required to succeed. Furthermore, I have compared Tesco

Express with a competitor and I discovered that it performs slightly better in most of

the performance factors and both companies are the same in terms of flexibility. Also,

I found out that customers regard the cost and variety of products as more important

but the flexibility and dependability as less important.

Section B calculated the business capacities, concluding that avoidable losses need to

be decreased, through further planning, because currently Tesco Express’s actual

output is 25% less than the design capacity which is too big a loss.

Section C concluded that the time each customer needs to be served is not capable and

very unreliable due to big variances. This issue needs to be addressed, although, it is a

small operation and as long as customers are not reporting this problem, it does not

need immediate action.

Word Count: 2,496

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List of References

Interview with the Store Manager from Tesco Express Scott Finnegan

November 2011.

James, P., Rowland-Jones, R & O’Brien, L. (eds.) 2004. Operations and

Business Management. Harlow, Pearson.

Local Data Search (2011) Supermarkets : Tesco Express . Available from

www.localdatasearch.com [Accessed 24 November 2011].

Martin K. Starr, 1996. Operations management: A Systems Approach. USA:

Boyd & Fraser publishing company.

Prajogo, D., McDermott, P., 2011, “Examining competitive priorities and

competitive advantage in service organizations using Importance-Performance

Analysis Matrix”, vol.21, no.5, pp465-483.

Slack, N., Chambers, S. & Johnston, R., 2001. Operations Management. 3rd

Ed. London: Pitman Publishing.

Slack, N., Chambers, S., & Johnston, R., 2004. Operations Management. 4th

ed. London: Pitman Publishing.

Johnston, R., & Clarke, G., 2008. Service Operations Management: Improving

Service Delivery. 3rd Ed. Harlow, Pearson

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http://www.localdatasearch.com/

APPENDIX 1

Customers’ questionnaire: I collected 22 questionnaires from random customers about Tesco

Express.

1. On a scale of 0 to 10, with 0 being “very slow” and 10 being “very fast”, how would

you rate the speed of Tesco Express? E.g checkout speed.

2. On a scale of 0 to 10 with 0 being “very expensive” and 10 being “very cheap”, how

would you rate the cost of the products of Tesco Express?

3. On a scale of 0 to 10, with 0 being “very low” and 10 being “very high”, how would

you rate the quality of Tesco Express? (quality of facilities, of products, of the variety

of products and the customer service).

4. On a scale of 0 to 10, with 0 being “unreliable” and 10 being “reliable”, how would

you rate the dependability of Tesco Express? E.g stock availability.

5. On a scale of 0 to 10, with 0 being “inflexible” and 10 being “flexible”, how would

you rate the flexibility of Tesco Express?

6. What do you think about the store’s cleanliness?

7. What do you think about the location? How would you rate it?

8. What is that, that you thing needs improvement within the operation of Tesco

Express? E.g cost/variety of products, speed of service, quality of facilities/staff’s

service and friendliness e.t.c

9. What are the criteria that you regard as important in Tesco Express?

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Results of questionnaires of 22 customers in Tesco Express

Quality Speed Cost Dependability Flexibility Location Cleanliness

6 7 6 7 6 9 4

5 8 4 7 2 7 7

5 8 7 3 3 7 6

10 8 7 9 7 8 8

6 8 3 8 6 6 8

6 8 7 8 6 4 6

6 8 6 5 4 7 8

8 8 5 6 4 8 8

1 10 6 8 6 8 9

8 7 4 8 6 8 9

10 9 2 5 8 8 9

6 8 6 3 6 5 8

8 8 5 8 2 9 6

5 10 7 7 6 9 8

6 7 3 5 6 7 8

10 8 4 5 4 8 6

10 8 2 7 8 7 9

6 8 6 8 3 7 4

1 7 7 8 6 6 9

8 8 6 6 7 8 7

5 9 4 9 4 5 9

6 8 7 8 6 9 8

6.45 8.09 5.18 6.72 5.27 7.27 7.45

According to my visit in Costcutter, I noticed that the physical space of the store is

less than the half of Tesco Express. Also it has a smaller variety of products and the

cost of the products is higher. Furthermore there is one till, no self-checkouts, and

only one person as a staff. Apart from this, its opening hours are less that Tesco

Express and it has poorer quality of facilities (there are no automatic doors, no

security staff, no signs which indicate the types of products that you are looking for

and the lights are not so strong).

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APPENDIX 2

Results of questionnaires of 10 customers in Costcutter

Quality Speed Cost Dependability Flexibility Location Cleanliness

5 7 4 6 8 7 7

7 6 5 8 6 8 8

4 6 4 7 3 8 9

6 9 6 7 4 6 9

6 5 7 5 4 5 9

6 5 4 6 4 7 5

5 6 8 8 7 6 3

5 7 5 4 6 6 7

3 7 2 6 3 8 4

7 6 3 8 7 7 7

5.4 6.4 4.8 6.5 5.2 6.8 6.8

(for the quality objective, each figure that is given for each customer for both companies, is a

result of various things that I asked customers rate. I asked them rate the quality of products,

the quality of facilities, of customer service and the variety of products. So the numbers of

quality are the average of all these factors).

APPENDIX 3

For section A in Performance/Importance Matrix I’ve added the opposite numbers of these in

an appendix with this system:

1 2 3 4 5 6 7 8 9 with 1 very bad performance and 9 very good performance.

9 8 7 6 5 4 3 2 1 with 9 very bad performance and 1 very good performance.

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Here is a table which shows both Tesco Express and Costcutter performance

according to customers.

Performance Factors

Factor Tesco Express Costcutter

a Cost of products 5.18 6.8

b Variety of products 5.3 6.9

c Customer service 3 4.3

d Quality of products 4.2 5.4

e Speed of service 2.9 4.4

f Flexibility 5.27 5.2

g Dependability 4.72 4.5

h Quality of facilities 3.5 5.8

i Location 3.27 4.8

In terms of 1 2 3 4 5 6 7 8 9 with 1: much better than competitor, 2& 3: slightly better than

the competitor, 4: not that better than the competitor, 5: exactly the same with the competitor,

6: not that worse than the competitor, 7&8: slightly worse than the competitor and 9: much

worse than the competitor I found how much better, worse or same Tesco Express is

comparing to its competitor Costcutter and putted the numbers on the

Performance/Importance Matrix.

So:

Performance factors Tesco Express’s performance comparing

to Costcutter

a Cost of products 6.8-5.18=1.62 which means that Tesco is

slightly better so is somewhere between 2&3

b Variety of

products

6.9-5.3=1.6 which means that Tesco is


c Customer service 4.3-3=1.3 which means that Tesco is slightly

better so is somewhere between 2&3

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d Quality of

products

5.4-4.2=1.2 which means that Tesco is


e Speed of service 4.4-2.9=1.6 which means that Tesco is


f Flexibility 5.27-5.2=0.07 which means that Tesco is

exactly the same so is almost 5

g Dependability 4.72-4.5=0.22 which means that Tesco is

slightly worse so is somewhere between 5&6

h Quality of facilities 5.8-3.5=2.3 which means that Tesco is much

better so is somewhere between 1&2

i Location 4.8-3.27=1.53 which means that Tesco is


Here is a table which shows what are the criteria that customers regard as most

important for both the operations of Tesco Express and Costcutter.

Importance Factors

Factors Tesco Express Costcutter

a Cost of products 2 2

b Variety of products 2 1

c Customer service 6 4

d Quality of products 6 5

e Speed of service 4 5

f Flexibility 8 7

g Dependability 8 8

h Quality of facilities 5 6

i Location 6 5

APPENDIX 4

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Interview with Scott Finnegan-Store Manager of Tesco Express

1. On a scale of 0 to 10, with 0 being “very slow” and 10 being “very fast”, how would

you rate the speed of Tesco Express?

9

2. On a scale of 0 to 10 with 0 being “very expensive” and 10 being “very cheap”, how

would you rate the cost of the products of Tesco Express?

4

3. On a scale of 0 to 10, with 0 being “very low” and 10 being “very high”, how would

you rate the quality of Tesco Express?

8

4. On a scale of 0 to 10, with 0 being “unreliable” and 10 being “reliable”, how would

you rate the dependability of Tesco Express?

6

5. On a scale of 0 to 10, with 0 being “inflexible” and 10 being “flexible”, how would

you rate the flexibility of Tesco Express?

10

6. Which of the five performance objectives (quality, cost, speed, flexibility and

reliability) do you thing it’s the most vital for the company’s success in the

marketplace? Why?

Flexibility because people want to buy things faster and we need to have a flexible

staff.

7. How many customers do you want to serve per day? Do you have a specific amount

of people as a goal?

It depends of the number of sales that we have per day because we serve

approximately 3,500 customers per day but doesn’t mean that all of them buy equally.

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Some of them buy loads of things and spent a big amount of money for example 75

pounds and some others spent just 4 pounds to buy cigarettes.

8. What factors can be planned loss???

The possibility that sometimes some of the people of staff can be sick one day so we

have to recover this gap.

9. What is the percentage of difference to get from planned loss to design capacity???

Around 15%

10. What is the number of staff and how do you distribute them? The maximum number

of employees on busy times and the minimum number of employees at non-busy

times.

We have 22 people here but of course it’s impossible everybody be here. The staff is

distributed each one of them on different time shifts. So the maximum number of

people who operate check-outs is 4 and the minimum number is 2 people who used to

work at night.

11. What is your avoidable loss? Do you meet any difficulties e.g the self-service

machine goes wrong or customers wait for a longer time to be serviced in the queue.

We don’t have any avoidable loss. Everything is maintained.

12. What is the opening hours?

Tesco is open from 7am to 11pm.

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13. How long each customers needs to be served for each till? What is the average?

It depends from how many things there are in the basket but if I have to give an

average number that would be around 1 to 2 minutes. But again it depends from how

many things each customer has in his/her basket. Our goal is to serve each customer

in 1 minute.

14. What improvements do you thing there should be made?

I could talk the whole day for that..i think that the main disadvantage is the bad

leadership and the bad management. There are many different conflicts each day

between the staff and the managers and this can affect the customers as well because

if there is a lack of communication among the people who work there then customers

do not see a balance response.

15. How often do you use to refresh your stock availability?

Twice per day early in the morning and late in the afternoon.

Thank you.

APPENDIX 5

40 Observations at Tesco Express

Number of seconds

served each customer

Number of Times

Customers were Served at

this Particular Time

60sec 3

62sec 2

64sec 1

66sec 0

24

68sec 2

70sec 2

72sec 2

74sec 0

76sec 1

78sec 1

80sec 0

82sec 2

84sec 0

86sec 3

88sec 0

90sec 3

92sec 1

94sec 1

96sec 1

98sec 0

100sec 2

102sec 0

104sec 2

106sec 2

108sec 1

110sec 4

112sec 0

114sec 1

116sec 0

118sec 1

120sec 2

Calculation of Standard Deviation in Excel 2007

25

So basically, I used Excel (2007) to type in each entry into one column each of the

seconds that takes to serve per customer, from 60 seconds to 120 seconds, and after

that I clicked on Insert, function and I clicked on STDV. After that I highlighted all

26

the numbers entered and I clicked ok. With this way, I found out that the Standard

Deviation is 18.99501.

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Documents

Tesco (cto cw) final