留學生essay代寫范例：Capacity Management Methods In The Service Sector

留學生essay代寫范例-服務業的產能管理方法。本文是一篇由本站代寫服務提供的essay代寫參考，主要內容是講述ICICI銀行運營部門的能力可以解釋為在有限的時間范圍內處理客戶請求的資源和所需的質量。RPC的資源是產生所需輸出所需的人員、系統和設施的組合。例如，在給定資源的情況下，每天處理的流通票據數量是RPC支付和結算部門的能力。需求是客戶利用銀行提供的服務和產品的要求。下面就一起來看一下這篇留學生essay代寫范例。

ICICI bank Ltd is largest private sector bank in India. ICICI bank offers large range of financial product and services. Retail banking section of ICICI bank is departmentalised into three units namely branch banking, sales and operations. Regional processing centre (RPC) under operations unit is responsible for processing and implementation of products and services offered by bank for allocated geographical region.

ICICI銀行有限公司是印度最大的私人銀行。ICICI銀行提供廣泛的金融產品和服務。ICICI銀行的零售銀行部門分為三個部門，即分行、銷售和運營。業務部門下屬的區域處理中心負責處理和實施銀行為指定地理區域提供的產品和服務。

With huge customer base and large number of services offered, operations unit has to frequently face fluctuation in processing volume. As banks are dealing with huge amount of transactions under regulated environment the capacity management need to be implemented carefully while maintaining required quality standards. The essay is focused on retail liability operations unit of ICICI bank. The purpose of this essay is to critically analyse the ICICI bank’s approach for managing its capacity and coping with fluctuating volume or rather fluctuating demand with same quality.

由于龐大的客戶群和提供的大量服務，運營單位不得不經常面臨處理量的波動。由于銀行在監管環境下處理大量交易，因此需要謹慎實施容量管理，同時保持所需的質量標準。本文以ICICI銀行零售負債運營部為研究對象。本文的目的是批判性地分析ICICI銀行的容量管理方法，并以相同的質量應對波動的容量或波動的需求。

PROCESS DESCRIPTION 過程描述

As per slack (2009), under “Input-Transformation-Output” model branches and sales unit provide input to regional processing centre(operations unit) in the form of customer service request and processing request of financial product sold to customer. Now these inputs are processed at RPC and output is in the form of service provided to customers. For example account opening forms, term deposit request and negotiable instruments etc. processed at RPC provides the services and facility provided by bank to customer.

根據slack（2009），在“投入-轉化-產出”模式下，分行和銷售部門以客戶服務請求和銷售給客戶的金融產品處理請求的形式向區域處理中心（運營部門）提供投入?，F在，這些輸入在RPC中進行處理，輸出以提供給客戶的服務的形式出現。例如，RPC處理的開戶表格、定期存款申請和流通票據等，為客戶提供銀行提供的服務和便利。

Though operations unit at ICICI bank is not generating business directly but efficient working of this unit ensures customer satisfaction, compliance with central bank regulations and prevention of frauds

盡管ICICI銀行的運營部門不是直接開展業務，但該部門的高效工作確保了客戶滿意度、遵守中央銀行法規和防止欺詐

CAPCITY AND DEMAND Facet of Operations at ICICI Bank 資本和需求 ICICI銀行的運營方面

According to Hill (2005) capacity of operations unit at ICICI bank can be explained as resources to process customer request in limited time frame and desired quality. The resources at RPC are combination of staff, systems and facility required to produce desired output. For example number of negotiable instruments processed per day with given resources is the capacity of payment and settlement department of RPC. Demand is the requirements of the customers to avail the service and products offered by bank.

根據Hill（2005）的觀點，ICICI銀行運營部門的能力可以解釋為在有限的時間范圍內處理客戶請求的資源和所需的質量。RPC的資源是產生所需輸出所需的人員、系統和設施的組合。例如，在給定資源的情況下，每天處理的流通票據數量是RPC支付和結算部門的能力。需求是客戶利用銀行提供的服務和產品的要求。

Now, when it is clear that capacity has time dimension the variation in output is affected by all input elements to the RPC. So the variety of products and service packages offered by bank give rise to variations in the input and demand placed on the operations unit. Another aspect of the equation is to know about demand and its duration. This in turn is enclosed in a knowledge of the volume, variety, and variation in demand and in the nature of that demand (Armistead et al, ?).

現在，當容量具有時間維度時，輸出的變化會受到RPC的所有輸入元素的影響。因此，銀行提供的產品和服務包的多樣性導致了對運營單位的投入和需求的變化。等式的另一個方面是了解需求及其持續時間。這反過來又包含在需求的數量、種類和變化以及需求的性質的知識中（Armistead等人，？）。

As per Slack at. el (2010) ICICI bank need to know its capacity to meet demand. If capacity is low bank will not be able to meet the demand resulting into customer dissatisfaction and if capacity is more that demand bank is paying for extra capacity. ICICI bank has a well defined method to calculate the capacity of RPC (operations unit) as well as individual staff at RPC. Bank use the method of productivity calculation to identify the capacity to meet demand generated. Processing of services at RPC is further divided into department and formed the teams to perform specific task such as payments and settlement departments, account opening team, risk containment unit, transaction team. Overall task of the team is further divided into series of small tasks, which is formalised and same for all RPC’s. After collating the inputs taken from line staff and team leads from all RPC’s bank has prepared extensive list of all the task performed at RPC and the average time required to complete particular task. Time requires to complete a particular task is termed as “Hot time”. Productivity of the individual staff is calculated as per formula:

根據Slack在。el（2010）ICICI銀行需要了解其滿足需求的能力。如果容量較低，銀行將無法滿足需求，從而導致客戶不滿，如果容量大于需求，銀行將為額外容量付費。ICICI銀行有一個定義明確的方法來計算RPC（運營單位）以及RPC的個人員工的容量。銀行使用生產力計算的方法來確定滿足需求的能力。RPC的服務處理進一步劃分為部門并組成團隊來執行特定任務，如支付和結算部門、開戶團隊、風險控制單元、交易團隊。團隊的總體任務進一步劃分為一系列小任務，這些小任務是正式的，對所有RPC都是相同的。在整理了來自所有RPC銀行的一線員工和團隊領導的輸入后，準備了RPC執行的所有任務以及完成特定任務所需的平均時間的廣泛列表。完成特定任務所需的時間稱為“熱時間”。員工個人生產力按以下公式計算：

Productivity = Hot time ?- Volume handled 生產率=熱處理時間

Capacity of RPC will never be constant even if demand is constant. The fluctuation of demand on hourly to daily basis may be such that it can be difficult to meet demand. At ICICI bank clearing of high level negotiable instrument has to be done in small time window of four hours from opening hours of bank. For such small time frame, with fluctuation of volume it can be difficult to handle demand with existing capacity. The ability to change capacity to cope with changes in demand raises questions of the flexibility of the capacity (Slack, 2009). The interesting part is to find out that how an individual can increase its capacity. It can be by working hard, putting extra hours. But, as RPC is dealing with financial transaction worth Rs 150 million on daily basis standard of quality is necessary to be maintained to avoid wrong credits and compliance with regulation guideline.

即使需求是恒定的，RPC的容量也永遠不會是恒定的。需求從每小時到每天的波動可能很難滿足需求。在ICICI，高級票據的銀行清算必須在銀行營業時間后四小時的小時間窗口內完成。對于如此小的時間范圍，隨著產量的波動，很難用現有的產能來處理需求。改變產能以應對需求變化的能力引發了產能靈活性的問題（Slack，2009）。有趣的部分是了解一個人如何提高自己的能力。這可以通過努力工作、加班來實現。但是，由于RPC每天處理價值1.5億盧比的金融交易，有必要保持質量標準，以避免錯誤的信用和遵守監管指南。

To cope with the fluctuation of capacity, the idea of effective and potential capacity is useful (Lockyer et al.?). Effective capacity is the capacity which is available to the manager, whereas potential capacity is the capacity which can be used if manage can provide additional arrangements to increase capacity. Both are short term decisions and pertain to the team and individual level rather than to the organisation as a whole. Long term increases or decreases in capacity such as opening of new RPC and it will have impact on whole branch network under that RPC.

為了應對容量的波動，有效容量和潛在容量的概念是有用的（Lockyer等人？）。有效能力是指管理者可用的能力，而潛在能力是指如果管理者能夠提供額外的安排來增加能力，則可以使用的能力。兩者都是短期決策，與團隊和個人層面有關，而不是與整個組織有關。容量的長期增加或減少，如新RPC的開通，將對該RPC下的整個分支網絡產生影響。

DEMAND FORECAST 需求預測

According to Slack at el.(2010) understanding of demand and capacity fluctuation is necessary to plan for future events, else it is only to react. For capacity planning forecast is a valuable input. Demand forecasting can be long term and short term. Demand can either be predictable or unpredictable. At ICICI bank short term forecasting for operations activity is done by respective team at RPC. Unpredictable variation in demand at RPC needs to be address with well planed capacity management scheme to fulfil the gap between demand and capacity. Short term forecast is used to plan the allocation of resources to meet the expected surge in demand. Short term variation in demand at banks is mostly predictable though not with exact figures but a fair assumption of demand can be made by evaluating historical data and trends as well as prevailing market situation. Example of negotiable instrument processing team is taken to illustrate the probable factors influencing fluctuation in demand, factors can be

根據Slack在el。（2010）對需求和產能波動的了解對于規劃未來事件是必要的，否則只能做出反應。對于產能規劃來說，預測是一個有價值的輸入。需求預測可以是長期的，也可以是短期的。需求可以是可預測的，也可以是不可預測的。在ICICI銀行，運營活動的短期預測由RPC的各個團隊完成。RPC中不可預測的需求變化需要通過精心規劃的容量管理方案來解決，以滿足需求和容量之間的差距。短期預測用于規劃資源分配，以滿足預期的需求激增。銀行需求的短期變化基本上是可預測的，盡管沒有確切的數字，但可以通過評估歷史數據和趨勢以及當前市場形勢來對需求做出公平的假設。以票據處理團隊為例，說明了影響需求波動的可能因素，這些因素可以是

·Holiday for few days in row-It will increase demand

·連續幾天放假會增加需求

·Natural calamity- It will decrease demand

·自然災害-它將減少需求

·Financial year opening-closing- It will increase demand

·財政年度開始-結束-這將增加需求

·Launch of popular IPO- It will increase demand

·熱門IPO啟動-將增加需求

·Monthly payment cycle for payment of advances- It will increase demand

·預付款按月支付周期-這將增加需求

Though this is not extensive list but it provides the rough idea of factors influencing fluctuation in demand. Similarly, at the time of campus recruitments bank can expect surge in salary account opening activity, increase in rate of interest on deposits will increase demand for term deposit requests and increase in workload at transaction department at last week of the month for salary credit process.

雖然這不是一個廣泛的列表，但它提供了影響需求波動的因素的大致概念。同樣，在校園招聘時，銀行預計工資賬戶開戶活動會激增，存款利率的提高將增加定期存款申請的需求，并增加當月最后一周交易部門的工資信貸流程工作量。

Volume can be used as statement of the trend in demand over a period of time. Long term forecast of demand is based on different standard forecast models. These forecast models are based on different set of assumption (Hill, 2005). Apart from these assumptions there are few more factors such as macroeconomic factors, planning to use new technology etc. Forecast can never be accurate all the times .Over estimation of demand in forecast can lead to unnecessary expenditure on increasing capacity (Slack, 2009). At ICICI bank long term estimation of demand is done at centralised unit keeping in mind the implementation of new technology, expected market share, change in regulation by central bank (Reserve bank of India) and quality of service offered by competitors etc.

成交量可以作為一段時間內需求趨勢的陳述。需求的長期預測是基于不同的標準預測模型。這些預測模型基于不同的假設（Hill，2005）。除了這些假設之外，幾乎沒有其他因素，如宏觀經濟因素、計劃使用新技術等。預測永遠不可能準確。預測中對需求的過度估計可能導致增加產能的不必要支出（Slack，2009）。ICICI銀行對需求的長期估計由中央部門進行，同時考慮到新技術的實施、預期市場份額、中央銀行（印度儲備銀行）監管的變化以及競爭對手提供的服務質量等。

CAPACITY MANAGEMENT 容量管理

“Capacity management is concerned with the matching of the capacity of the operating system and the demand placed on that system.” (Wild, pg304, 2002). Capacity management is the way to balance demand from customers and the capacity of the RPC to meet the demand. Capacity management gives high emphasis on understanding the nature of demand by forecasting and on managing capacity to meet demand (Lovelock, 1984). Demand capacity mismatch is the issue which operations unit at bank has to handle frequently. According to slack(2009) there are three plans available to tackle the issue of demand capacity mismatch, most of the organisations will use mixture of all the plans according to requirement of business. The plans are:

“容量管理涉及操作系統的容量與對該系統的需求的匹配?！保╓ild，第304頁，2002年）。容量管理是平衡客戶需求和RPC容量以滿足需求的方法。容量管理高度重視通過預測了解需求的性質，并高度重視管理滿足需求的容量（Lovelock，1984）。需求能力錯配是銀行運營部門經常要處理的問題。根據slack（2009）的說法，有三個計劃可用于解決需求-容量不匹配的問題，大多數組織將根據業務需求混合使用所有計劃。計劃是：

·Level capacity plan

·液位容量計劃

·Chase demand plan

·Chase需求計劃

·Manage demand plan

·管理需求計劃

Level capacity plan 級別容量計劃

In the level capacity plan capacity remains same throughout the planning period even if demand forecast is fluctuating (Slack 2009). In case of ICICI bank if capacity level is maintained uniform and if demand is high quite high from base level capacity. Bank will not be able to fulfil the service level promised to customer. In case of low demand bank will end up paying extra for underutilised resources. ICICI bank cannot afford level capacity plan, as opportunity cost for bank for not fulfilling demand may lead to breach of central bank regulations.

在整個規劃期內，即使需求預測波動，容量計劃中的容量也保持不變（Slack 2009）。在ICICI銀行的情況下，如果容量水平保持一致，并且如果需求很高，則基本容量相當高。銀行將無法實現向客戶承諾的服務水平。在需求不足的情況下，銀行最終將為未充分利用的資源支付額外費用。ICICI銀行無法承擔水平產能計劃，因為銀行無法滿足需求的機會成本可能導致違反央行規定。

Chase demand plan Chase需求計劃

Chase demand plans try to match the capacity with change in demand. This plan can be reactive as well as proactive. If fluctuation in demand is unpredictable then change in capacity will be the reactive measure to match the demand. Chase will be proactive or well planned if fluctuation in demand can be predicted. Level of capacity can be controlled by changing the extent of resources by:

Chase的需求計劃試圖使產能與需求的變化相匹配。此計劃既可以是被動的，也可以是主動的。如果需求的波動是不可預測的，那么容量的變化將是匹配需求的無功措施。如果可以預測需求波動，Chase將積極主動或計劃周密。可以通過以下方式更改資源范圍來控制容量水平：

·Sharing of capacity between different departments at RPC.

·RPC不同部門之間的容量共享。

At ICICI bank, increase in volume at one department is handled by sharing the responsibility with members of other department handling comparatively low volume. This arrangement is suggested to be most efficient by Slack (2009).

在ICICI銀行，一個部門的業務量增加是通過與處理相對較低業務量的其他部門成員分擔責任來處理的。Slack（2009）認為這種安排是最有效的。

·Using vendor support for less critical service: complying with banking regulation.

·對不太關鍵的服務使用供應商支持：遵守銀行監管。

At times of high volume at payments and settlement department activity like data entry of negotiable instrument and image capturing and encoding can be given to existing vendors in market. As banking is highly regulated sector, critical activities like credit and debit verification cannot be outsourced and it has to be done by bank official above certain specified grade.

在支付和結算部門業務量大的時候，可以向市場上的現有供應商提供票據數據錄入、圖像捕獲和編碼等活動。由于銀行業是一個高度監管的行業，信貸和借記驗證等關鍵活動不能外包，必須由特定級別以上的銀行官員完成。

·計劃輪班以滿足當天的高峰流量

·Shifts planned to cater peak volume of the day

Working hours at ICICI bank is 12 hours, whereas working hour for each employee are nine hours. Each department at RPC has different peak time. For example payments and settlement department has peak volume at two different time first at around 10A.M. when high value cheques are verified and sent for clearing at around 11 A.M and another at around 3 P.M when all negotiable instrument collected during the day are verified. Two shifts are so arranged that each member of team is present at office to handle both peak hour volumes.

ICICI銀行的工作時間為12小時，而每位員工的工作時間則為9小時。RPC的每個部門都有不同的高峰時間。例如，支付和結算部門在兩個不同的時間出現峰值，首先是在10A左右。M.當高價值支票在上午11點左右被核實并發送清算時，另一張在下午3點左右，當當天收集的所有流通票據都被核實時。安排兩班倒，每個團隊成員都在辦公室處理兩個高峰時段的工作量。

·Changing output rate.

·不斷變化的輸出速率。

To increase output by expecting each staff at RPC to be more productive by working fast than his normal speed. This approach can be used as temporary measure. Prolong use of this method will deteriorate the quality of work and create dissatisfaction among staff (Slack, 2009)

通過期望RPC的每個員工都能以比正常速度更快的速度工作，從而提高產量。這種方法可以作為臨時措施。長期使用這種方法會降低工作質量，并引起員工的不滿（Slack，2009）

The solution suggested above for managing demand- capacity gap is used at ICICI bank, but sharing of work with resources in other department can be possible if resources in other team are well trained to work in any department. Guideline given by central bank need to be updated to all employees in all departments at RPC to make sure about that employee comply with regulation and adhere to quality standard.

ICICI銀行使用了上述管理需求-能力差距的解決方案，但如果其他團隊的資源經過良好培訓，可以在任何部門工作，則可以與其他部門的資源共享工作。中央銀行給出的指導方針需要更新到RPC所有部門的所有員工，以確保該員工遵守法規并遵守質量標準。

The purpose of chase demand plan is to maintain capacity closely in line with effective capacity thereby trying to attain maximum efficiency and service quality.

追逐需求計劃的目的是保持產能與有效產能緊密一致，從而努力實現最大效率和服務質量。

Manage demand Plan 管理需求計劃

According to Slack(2009) demand management plan is used to change the pattern of demand to match it with available effective capacity. This method is used at ICICI bank for activity in which time frame is not a limiting factor for example request for term deposit can be processed on later date by providing value dated credit.

根據Slack（2009），需求管理計劃用于改變需求模式，使其與可用的有效容量相匹配。這種方法在ICICI銀行用于時間框架不是限制因素的活動，例如，定期存款申請可以在晚些時候通過提供有價值日期的信貸來處理。

QUALITY ASPECT 質量方面

According to Slack (2009), quality needs to be understood from customer’s perspective because it is defined by customer’s expectations. At bank quality of processing is understood from customer’s point of view as well as from regulatory authority’s point of view. Managers use capacity management as a tool to minimise the trade-off between capacity to meet demand and quality of service offered.

根據Slack（2009）的說法，質量需要從客戶的角度來理解，因為它是由客戶的期望來定義的。在銀行，處理質量是從客戶和監管機構的角度來理解的。管理人員將容量管理作為一種工具，以最大限度地減少滿足需求的容量與提供的服務質量之間的權衡。

Quality of service, quality of processing and resource capacity are important in the tactic perspective as they interrupt the ability of the bank to attain its competitive tactic described by a combination of added value and price (Bowman 1990).The importance of either quality or efficiency will to a large extent is driven by the competitive position of the Bank. If competitive advantage is gained by providing quality of service provided at comparatively high price then there will be more propensities to indulge in redundancy of capacity at times. If the bank is competing more on price then to increase capacity then is more likely that quality will take backseat. However with increasing expectations of customer for quality services ICICI bank is forced to maintain quality of service at lower prices in times of economic slowdown where bank need to maintain reputation.

從策略的角度來看，服務質量、處理質量和資源能力很重要，因為它們會中斷銀行實現其競爭策略的能力，如附加值和價格的結合（Bowman 1990）。質量或效率的重要性在很大程度上取決于本行的競爭地位。如果通過以相對較高的價格提供高質量的服務來獲得競爭優勢，那么有時會有更多傾向于沉迷于產能過剩。如果銀行在價格上競爭更多，而不是增加產能，那么質量更有可能退居次要地位。然而，隨著客戶對優質服務的期望越來越高，ICICI銀行被迫在經濟放緩時期以更低的價格保持服務質量，因為銀行需要保持聲譽。

The crucial dimensions are those which win customers or those which if deteriorate may cause into loss of customers (Armistead 1990). ICICI bank was not able to take care of this factor at the time to highest growth at that point bank was handling very high volume hence with mentality to manage higher demand with existing capacity back actually neglected the quality aspect of services offered. Bank soon realised that it is losing customers more than creating new customers. In 2009 ICICI bank followed the policy to reconciliation by not going for aggressively to increase market share but rather focused on increase operations excellence and cost cutting, Bank actually used capacity management techniques for cost cutting. To increase the quality standards at bank RPC’s has introduced memo system in which each error will be recorded in detail with proper root cause analysis and particular number of memo will lead to termination of employee.

關鍵的維度是那些贏得客戶的維度，或者那些如果惡化可能導致客戶流失的維度（Armistead 1990）。ICICI銀行在實現最高增長時未能考慮到這一因素，當時該銀行正在處理非常高的交易量，因此，抱著在現有產能恢復的情況下管理更高需求的心態，實際上忽視了所提供服務的質量方面。該行很快意識到，與其說是創造新客戶，不如說是失去客戶。2009年，ICICI銀行遵循對賬政策，不積極提高市場份額，而是專注于提高卓越運營和成本削減，該行實際上使用了能力管理技術來削減成本。為了提高銀行的質量標準，RPC引入了備忘錄系統，在該系統中，每個錯誤都將被詳細記錄，并進行適當的根本原因分析，特定數量的備忘錄將導致員工被解雇。

IMPLEMENTATION OF COPING STRATERGY 應對策略的實施

As the understanding of capacity management increased among service operations managers they started to balance capacity with demand. At ICICI bank operations manager started to work on capacity near breakeven point and this is the capacity where things start to go wrong. Drop in quality is observed when operating near breakeven point. We need a coping strategy which can be applicable on the short term inability to match effective with capacity and demand. As a sign to develop a coping strategy it is necessary that RPC should find its own combination of the chase and level plan by:

隨著服務運營經理對能力管理的理解不斷加深，他們開始平衡能力與需求。在ICICI，銀行運營經理開始著手處理接近盈虧平衡點的產能，而這正是問題開始出現的地方。在盈虧平衡點附近操作時，可觀察到質量下降。我們需要一種應對策略，這種策略可以適用于短期內無法與產能和需求有效匹配的情況。作為制定應對策略的標志，RPC有必要通過以下方式找到自己的追逐和水平計劃的組合：

Improving its capability to forecast

提高預測能力

·Quality target should be well described and monitored

·質量目標應得到很好的描述和監控

·Setting clear capacity target for team and fluctuating productivity target for individual employee

·為團隊設定明確的能力目標，為個人員工設定波動的生產力目標

·To understand critical and hygiene dimensions of its quality (Armistead and Clark, 1991)

·了解其質量的關鍵和衛生方面（Armistead和Clark，1991）

·To understand the possible failure points in operations unit (Armistead and Clark, 1991)

·了解作戰單元中可能的故障點（Armistead和Clark，1991）

·To cope with demand capacity mismatch there are number of actions possible in the few coping cases:

·為了應對需求與產能的不匹配，在少數幾種應對情況下，可以采取多種行動：

Chasing demand plan with High Demand 追求高需求計劃

In this scenario capacity is chasing demand and demand is high. With frequent extended working hours for staff at bank to meet demand it is highly probable that staff will commit error. Risk here is that quality of the service provided to customer will go down. Whereas staff frequently working under such condition will fell stressed and may quit job which is not good for employer as money and time has been invested to train the employee. To improve situation we can make extensive plan to tackle situation of fluctuating high demand by identifying particular dates on which high demand is certain and allocating resources to concerned team accordingly.

在這種情況下，產能正在追逐需求，而需求很高。由于銀行員工經常延長工作時間以滿足需求，員工很可能會犯錯。這里的風險是為客戶提供的服務質量會下降。而經常在這種情況下工作的員工會感到壓力，可能會辭職，這對雇主不利，因為已經投入了資金和時間來培訓員工。為了改善這種情況，我們可以制定廣泛的計劃，通過確定確定高需求的特定日期，并相應地向相關團隊分配資源，來應對高需求波動的情況。

Chasing demand plan with Low Demand 用低需求追逐需求計劃

It is scenario when demand is low and as capacity is chasing demand capacity will also be reduced. Since banking regulation in India does not allow part time workers in bank hence each resource is full time staff. As capacity for particular task has been reduced with decrease in demand targets are at risk. The possible actions are:

這是一種需求較低、產能追逐需求的情況，產能也將減少。由于印度的銀行監管不允許兼職員工進入銀行，因此每個資源都是全職員工。由于特定任務的容量隨著需求的減少而減少，目標面臨風險?？赡艿牟僮靼ǎ?/p>

·Accept it as time to rest and recover, this will help staff to be stress free.

·接受它作為休息和恢復的時間，這將有助于員工擺脫壓力。

·Complete other tasks like cleaning and arrange maintenance of computer or cheque encoding machine.

·完成電腦或支票編碼機的清潔和維護等其他任務。

·Finish the tasks which do not have time limit but necessary to be completed.

·完成沒有時間限制但必須完成的任務。

·Arrange interdepartmental training so that resources can be developed to support other department.

·安排跨部門培訓，以便開發資源來支持其他部門。

·Level demand plan with High Demand

·高需求水平需求計劃

In this scenario it is not been possible to limit demand to match effective capacity. As capacity is fixed high demand will not be fully satisfied. In this case customer should be notified at time of receiving customer request that bank will not be able to process this request on time

在這種情況下，不可能限制需求以匹配有效容量。由于容量是固定的，高需求將無法完全滿足。在這種情況下，應在收到客戶請求時通知客戶，銀行將無法及時處理此請求

·Level demand plan with Low Demand

·低需求水平需求計劃

It is the scenario when it has not been possible to stimulate sufficient demand to match effective capacity. In this case bank should utilize the spare resources.

這是一種無法刺激足夠需求以匹配有效產能的情況。在這種情況下，銀行應利用備用資源。

·Transfer of resources to other maintenance tasks.

·將資源轉移到其他維護任務。

·Complete the backlog generated from period when demand was high.

·完成需求旺盛時期產生的積壓工作。

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