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Nycta Problem at 231st Street Station

Autor:   •  March 3, 2011  •  Case Study  •  1,604 Words (7 Pages)  •  1,624 Views

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NYCTA PROBLEM AT 231ST STREET STATION

TABLE OF CONTENTS

3. EXECUTIVE SUMMARY

4. INTRODUCTION

4. ANALYSIS

5. STAKEHOLDER ANALYSIS

6. KIEPPER'S ANALYSIS

7. JOHN'S ACTIONS

7. COST ANALYSIS

8. BIBLIOGRAPHY

9. REFERENCES

Executive Summary

This is a critical appraisal of the performance problems facing John Gerst at 231st street station, a pioneer for the SMP programme at the NYCTA. The report also contains a brief introduction into the background of the programme, the problems, and a detailed analysis using the service quality gap measurement, stakeholder analysis from the near and far environment and a holistic performance measurement framework. To achieve his objectives John's mandate was to cut bureaucracy and work across boundaries, to drive the results at the lower levels and improve the station environment and customer satisfaction .

INTRODUCTION

In 1990 Alan Kiepper was appointed head of the NYCTA the operating agency for the Metropolitan Transport Authority, parent of the Transit Authority, a semi-independent public corporation.

At his first press conference Kiepper announced that the TA would implement a "station manager programme", in response to the environment, to restore public confidence in the subways. The SMP's were appointed to be accountable for the station operations and the objectives were to focus on bringing back control of the stations to the public. 

ANALYSIS

Problems facing John Gerst

• Fare Evasion

• Turnstile & Token Vendor Vandalism

• Homeless & Panhandlers

• Passenger Crowds

• Highly bureaucratic organisation v Mr Kiepper's co-operation policy

The Quality Gap What is the "moment of truth" when customers enter the station environment? Quality is measured by the ability to deliver what the customer wants and needs. ( Parasuraman et al 1985 )

The Organisation Gap - The failure of the NYCTA to meet customer needs. The heavy investment in the low contact service operations, the railroad infrastructure whilst neglecting the high contact service operations. Schmenner (1986). 

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