Kayak+Case

=Kayak Registration Process Case Study=

Objective : The purpose of this task is to help you review your own "process-oriented-thinking", i.e. be able to take an engineering type of systematic approach to looking for solutions to problems. For example, to be able to work out what things affect a "gap" and logically follow through each process leading to the gap. Reference 6 should give you a "lens" to do this. Whatever you read, you must link practically and get a feel for the words that are being said. Reference 9 is in fact a poor write up. You have to put on your HPT hat, get a feel for deeper things in the case study and look for ways of how to improve the situation.

// Application of HPT to a Case Study // : Read reference 9. While reading, compare the work done in each phase with the practical recommendations made by you in the assignment submitted. To help you in evaluating your own work, ref 6 would need to be first read. Discuss ref 6 in Reference 6. Write comments or do a mind map. You can also discuss Reference 9 in its page. ====**Post **: Select a phase that you can relate to well. State this phase and mention why you selected it. For this phase write a brief summary comparing the THREE view-points with a view to measuring success in the phase you have selected. (5 marks) During this (10th) week post your thoughts and references in the forum/wiki. Invite a comment from your partner (who participated in the assignment) for comments. Improve your answer and post your final answer by the end of week 11. (5 marks) ====
 * Task ** : The case study approaches the problem in the “Kayak Company’s Registration Process” in a traditional manner. By now, you should have three points of view, the one given in the case study, your own and that recommended in ref 6. You are to apply your skills as an independent HPT expert to the Case Study given.
 * ====Name==== || ====Comparison of====

each step.
|| ====Comment/Discussion====

with partner
|| ====Improvements/changes====

step-by-step fashion.
||
 * Enna || I will start out with the performance Analysis phase because when there are any performance problems in any organization the HPT expert must look into the the need or the opportunity for an analysis to be done.

**1. In the Kayak case study point of view:** They first looked at their business model and come up with a problem statement as to why there is a gap in their performance. Their performance problem problem is "lost revenue" related to: 1. Misinformed customers 2. Misguided customers 3. Dissatisfied customers 4. Guides not showing up for tours or lessons
 * Comparison of 3 viewpoints:**

For the kayak case study, during the performance analysis phase, I would have stayed at the organization for a few days and observe their processes, their organization and business module, and interview their workers to get a feel of what is happening of the organization before writing up the initial performance analysis of the probable gaps that are occurring in the Kayak company.
 * 2. My point of view: **

The steps I will apply is using the Performance Technology landscape and identifying in this phase as the following: (1) Need, (2) Results

In designing for performance, design and develop process must be followed by implement and improve performance interventions as well as continual improvement measures to get effective results. Tasks related to design and develop is built on previous processes for example finding out from the needs assessment or SWOT analysis (__dear prof can you explain what is SWOT?__) (Strengths = what an organization or the people do well; Weaknesses = what they are unable to do properly; Opportunities = what opportunities exist to utilize strengths, etc.; Threats = competition, problems or risks, etc.) done as a **guide** in making effective performance improvement decisions through out the design and development process. || Hi Enna, your explanation is simple and clear. But, I have a question on the Kayak case study point of view, you did not mention about the performance problem among the staffs and management. I noticed that you only identified about the customers. Is there a reason behind these findings? (Jesvin)
 * 3. Point of view as recommended in ref 6: **

Hi Jesvin, I identified based on what I understand of the task which is to compare 3 point of view (POV), and I have chosen the first phase which is the Analysis phase. It only begun to analyse the first 20% of the problem (Iceberg model). 1 the kayak's case study POV which in fact is a poor write up. 2nd how I would approach the case study and 3rd the POV in ref 6. Your comment is correct, the 1st POV did not identify the problem among staffs, except for "Guides not showing up for tours or lessons". The other problems will come up when a root analysis is done, to find out the Gap thus the 70% of the performance problem is identified. I will add your suggestions when I tackle the improvement in the next column. (Enna)

CLUES: Through the analysis tools, we need to get to the bottom of why the guides did not show up. The tools should help us look for clues sequentially like a detective to get to the bottom of the problem.

One of the important questions we need to ask is why the guides did not show up. If this was because of lack of responsibility, the company would have fired them. However, firing of guides is not mentioned, rather they are certified professionals. So where is the problem?

The second important question is why did the managers have to take the booking records at home and brainstorm? Why did they need to figure things out?

These lead to an all important question. If there are proper booking SLOTS for everything, why could the booking not be given immediately? || Hello Collegues. I am making improvement on the **Analysis Phase** still.

Now I am looking into the root of the performance problem of why there is a **need** for intervention, and how the **results** of performance problem caused Kayak's "lost revenue".

The problems in the Analysis part of the Kayak case only illustrated the result of the root problem which caused problem of lost revenue.

A root analysis is done to further look at the problem at Kayak's.

It was found that the root of their performance problem is **inefficient booking system**.

This is because the current system causes "information blackout" on several key processes:

1. Information (booking scheduling) is only stored at one place that is their paper reservation system. (The "booking" book). This book cannot be accessed by all of their staff at once from 1 location, in real time. This caused problem as there are 3 booking methods:
 * 1) online,
 * 2) customer coming to the office to book, and
 * 3) booking via phone call.
 * "Information blackout"** happen here for the first time as all of the booking history cannot be seen by all employees. Thus this may result in overbooking and duplicating tour date and time for different customers. Their current booking system is also inefficient as they have to track the booking manually.

2. After closing time when phone calls are forwarded to the manager until 10pm, the employee in charge of booking must send the booking book to the Manager's house, so he can continue with making booking for customer. There is another **"information blackout** here as customers may have made booking before the booking book reaches the Manager, if that's the case, the Manager will not have information regarding what tour are available and what tours are filled up, this too can result in overbooking and duplication of booking time and date.

3. The booking book is shared by all staff, from various locations and misinformation can happen as with the tour guide not showing up for tours and confusing meeting time and place. This misinformation happened because there is only 1 book and the book can only be in 1 place, at one time, and accessed by 1 staff. Yet another **"information blackout"** happening to the guides on the time they have no access to the book (as the book may be with someone else), thus if they are located somewhere else, the possibility is that they may rely on another staff to read their schedule for them from the booking book. then at a later time when schedules have again changed, they may missed this information.

4. there is no proper booking slots for everything, thus booking time and venue cannot be given immediately to client and all staff who does the booking, The current booking system uses Google Calender for customer to choose their booking date and time. However the information customer keyed in is not transferable to the staff side. Staff only get payment information via paypal. Another "**information blackout"** occuring here. After receiving payment confirmation, Managers need to email the customer again to verify tour time, date and obtain the customer's telephone number. Because there is no link between the information keyed in by customer in Google Calender with the Paypal system, and Managers always need to call to verify, this leaves a poor impression to the customer, as unorganized and unprofessional.

Hence the intervention that needs to be implemented must be able to fix all of the "information blackout" occurring at Kayak's which caused the root of their performance problem that is **inefficient booking system.** Thus a much **improved booking system** must be implemented that will be able to do the following: In the design phase a more detail analysis will be done on the best tool to use to improve the booking system at Kayak's. Good! Using a computer does force a "structure", however, first the problem //**must**// be solvable manually. The computer is just a tool. We must first find out whether each day is divided into SLOTs at each location that can be directly booked. If not, the length of each TOUR must be worked out and an efficient SLOT booking system must be designed for all TOURS. Kayaks and Guides must be directly linked to each SLOT. Once this is done, each Guide should have a copy of his own SLOTs. Before booking, the Guide should be phoned to confirm availability and booking done. The guide would book the SLOT in his own copy. The client should then be given the SLOT. If this can be done successfully manually, the same system can be transferred to a computer.
 * 1) Information for reservation from online, phone and walk in must be key-in to one database system.
 * 2) This one database system will have the information of scheduled tours, time and payment.
 * 3) The system must be accurately showing a history of bookings made and time slots taken so that there will not be overbooking of tours.
 * 4) To totally do away with the hard copy reservation system (throw away the book) as the system ideally is online and must be able to be accessed by all employees who have the user and password to the system. On the client's side, they are able to look at the tour that they have booked, the date and payment made.

Dear Prof,

Can then HPT expert safety say that SLOT is used as its Performance Measure as there is a way to see whether the system is successfully implemented or not. No, a SLOT is like a Time Table of bookable times. The performance gap is number of bookings lost. || 1. **Kayak's view point** The analysis stage of problem discovered: - Customers are dissatisfied with the cancellation of tour - Customers are given wrong information that leads to confusion in the tour - Miscommunication between the staffs and manager - Lack of staffs to run the tour as overcrowd of customers - No proper planning and schedule prepared for tour timing, date and location - Managers working up to late at night - Poor management of work flow
 * Jesvin || After reading about analysis stage of the Kayak Case Study, the 3 viewpoints:

2. My point of view: After reading the case study, I believe as a HPT to analyse the problems more in depth, I will spend time personally in the day to day task carried out in the company. In result, I will understand the flow of the business better and how each staff works in their task. Interviewing a staffs and observing work processes carried out in the company will provide me with more personal outcomes which come directly from the source. On the other hand, interviewing few customers randomly will help me understand how do they feel about the company. In addition, help me understand the company from a different angle. I would also like to act as a customer and book for a tour, experiencing the process of booking by myself will help understand the processes from many angles. Putting myself in the shoes of the customer and staffs will provide me with an understand from both angles.

3. Ref 6 point of view: In ref 6, it relates to processes in the design and develop stage. The suggest the use of a mix performance technology. In addition, looking into areas such as current process, contributing factors, organisation culture, input of external partner and clients. The designing and developing performance is build on results of previous processes that is gained from needs assessment ans SWOT analysis (Prof, please elaborate on this). In result, this helps HPT to make good and correct decisions to overcome the problems. || Hi Jesvin, I like the approach that you describe and I think it would be good to give customers a questionnaire with different types of questions. Observation is always good as well as putting yourself in the shoes of a customer. In that way you cover different angles. (Wynand)

Hi Jesvin, I like the design of your Point of view. You have provided a simple summary of your step-by-step approach on how to tackle kayak's performance problem. I especially like it when you as a HPT expert will look at the Performance problem from both the customer and the employee's side. (Enna)

Thanks guys, learning from all of you too. (Jesvin) || Identifying the root of the problem is essential and what is the main reason of improvement.

1. Time-table

The booking challenges faced by customers. Booking is the root of the problem as this is where the process begins to provide service to the customers. I believe everyday where should be a big white board that is divided in time slots included with instructors name. When a call is received for booking or on line booking is done, immediately the staffs book the time slot, location and date on the board under the instructor's name. This will help other staffs to note that the a specific time slot has been taken and not rebook on the same time slot, location or date. In addition, this will help to identify the instructors that are available and not overbook an instructor. The board should identify if an instructor is on MC or leave to avoid cancellation. The time slots will also avoid overbooking and overcrowded customers at the tour.

Next, at the end of the day all this information on booking can be entered in a computer database system that is also linked to the manager. Thus, managers can refer to the database, this will avoid lack of miscommunication between staffs and managers. All the manager need to do is refer to the slots available and who are the instructors involved in the tour for a specific day/date.

In addition, instructor will also have access to the database to check their time-table and also understand what type of tour, type of customer such as skilled or need to be trained and number of kayak needed. This data is important so that the instructors can plan their tour and avoid disappointment among customers.

With a proper time-table, a proper planning can be carried out. I believe that this system need to be monitored and check by HPT to analyse if it work for a month and then implement it.

Good work! Dear Jesvin,

Your recommendation on using a time-table that is divided into slots is a good idea. Prof has suggested to use the slot system manually first to check whether the system work before transferring on a computer database system. Indeed both yourself and Prof have given me new insight, that I have missed 2 steps, in the step by step way of solving the problem. I went straight to prescribe a computer database system for Kayak. :-) (Enna)

Hi Enna,

I got the idea from my job. When I handle events in school and also the management have a big board that records details daily on the board to note any teachers are away on MC or leave and so on. So that gave me an idea to record manually than transfer to the database. By the way, I like reading your sharing. I have learnt a lot from you. :) (Jesvin) || The phase I am using is the Cause Analysis phase. This phase is very important because it is the bridge between the performance/gap analysis and the intervention selection, design and development stage. It is crucial to the determination of the intervention. If the cause analysis is faulty, the whole intervention may be misplaced.
 * Olubiyi || **Phase Choice**

//**Martin et al. (2009) Viewpoint**// For the cause analysis, Martin et al. used the Tom Gilbert's PROBE model. The conclusion arrived was that the cause analysis revealed both environmental and human factors. In the environmental factor, two issues were identified, namely: inadequate website booking tool and lack of information flow.The website booking tool is not inadequate because while tours can be booked and fees be paid, the booked your cannot be finalized on the schedule. Also because booking is done at various locations, they are not harmonized thus leading to cancelled trips with refunds or reschedule tours on the one hand and employees not having adequate information on bookings and schedules. Under the human factors, two issues were also raised: the individual worker and the manager. From their cause analysis the conclude that the employees inability to keep up with schedules is their fault, though they know that the fault arose out of lack of information. The manager, who is identified as the only one with the comprehensive knowledge of the bookings and the schedules does not inform the employees. //**My Viewpoint**// Rather than use the PROBE model, I would use the Cause analysis worksheet. This would definitely take the blame off the employees as they would have positive scores on knowledge, skills, placement and training. This would leave me with the manager who must design a means through which he would ensure that all employees have correct information on the bookings and the schedules. //**Reference 6's Viewpoint**// Though this article is based on the design, development and implementation, some vital truths concerning the analysis stage were also mentioned and these would be highlighted here. The cause analysis would reveal the complex performance discrepancies that the performance technology should aim at improving. Consequently, the cause analysis reveals both environmental and human causes that has to be addressed. It also confirms that "the task associated with designing and developing performance solutions build on the results of the previous processes. Findings from your needs assessment and SWOT analysis fro instance, will help you in making useful performance improvement decisions". || Hi Olubiyi,
 * Comparison of Viewpoints**

You are right that the focus must be on the managers who must design a means through which he would ensure that all employees have correct information on the bookings and the schedules. But, how is it totally the managers responsibility? Managers are there to manage the processes but how sure are we if they have the knowledge to design a proper system. Please elaborate on this. Thank you. (Jesvin)

Hi Jesvin, In the current process at Kayak, the managers are the last person to have access to the booking book and also are the ones to finalize the arrangements and inform the clients of changes. If they can do this for clients, they need no system knowledge to do same for the tour guides that are to be assigned to the various bookings. However, in the proposed system, the enhanced electronic booking system should take the responsibility away from the managers too and place it on everybody who would have the access to the information (Olubiyi).

Hi Olubiyi Your explanation makes sense to me, but it also looks to me as if the managers have a bit of power, like an autocratic management style. They need to inform the employees about the schedules and the fact that over bookings are done. Employees on the other hand can also take some initiative and try to streamline the process. A new online booking system would solve a lot of issues and everyone will than have access to the system. Jesvin makes a valid point that managers are there to manage the process and take some responsibility. (Wynand)

Hi Wynand, I agree with you. Kayak's business model is pretty solid, the main problem is their online booking system. If the system is improved, a lot of issues which Kayak faces will be resolved.

Olubiyi, thanks for bringing out "Cause analysis worksheet", I will use this this in my practice. However the problem may not be all the Manager's fault. It could be that they just need to use a different system for booking. (Enna)

Dear Prof.,

The fishbone is of great help sir because it has brought out issues that we have all seemed to overlook. Examples of these are: the limited number of available kayaks and their availability by location. To resolve issues like this, though it is environmental, the management of the company has to purchase more kayaks and deploy to location based on the schedule of bookings (Olubiyi) ||  || 1. The Kayak Case Study They started off with: The sequence of the Traditional Human Performance Technology Model was followed. Although aspects are repeated in the explanation one can follow the approach that was used and at the end desired results were achieved.
 * Wynand || I an concentrating on the design phase.
 * 1) Statement of the problem
 * 2) Organisational analysis
 * 3) Environmental Analysis
 * 4) Gap Analysis (Current Performance) vs Desired Performance A process flowchart was followed, which to me was good, because the gap could be identified.
 * 5) Cause Analysis
 * 6) Intervention Recommendation (Fishbone diagram of cause and effect relationship)

2. My perspective I observed that in the analysis phase everything was explained. The positive aspect here for me is FIGURE ?which 2. PREMIER KAYAKS PROCESS FLOW. If a mind map is applied everything comes into perspective, because a holistic view is observed of the problem. The gap can therefore be identified and the design phase can be set in motion.

Fishbone Diagram of the Cause-And-Effect Relationship is also a positive aspect for me, because again everything comes into perspective. They used the Traditional Human Performance Technology Model. This is exactly what I should have done in the case of my own organizational problem. I did not use a mind map and I realize the value of it now. It gives another angle to approach the analysis, design and implementation phases.

3. Using Reference 6 In the design phase systemic and systematic processes were used. It was broken down into: <span style="font-family: 'Arial','sans-serif';">If phases are followed and a mind map is drawn to reach the desired performance than required results can be achieved. All aspects are clearly stepped in the tables step by step. The blue print is clearly indicated and I also showed it in the mind map. The use of systemic and systematic processes is important to achieve desired results. || Hi Wynand, yes I agree with you that in the analysis phase everything was explained but don't you think that the root of the problem was not discovered. Example, in our previous assignment, Prof mentioned to identify a main problem that is discovered, for me was number of student's passing rates. What is your opinion about this? How do we identify the gap that is causing these problems? (Jesvin)
 * 1) <span style="font-family: 'Arial','sans-serif';">Selection of performance Technologies
 * 2) <span style="font-family: 'Arial','sans-serif';">Desired results
 * 3) <span style="font-family: 'Arial','sans-serif';">Organization culture
 * 4) <span style="font-family: 'Arial','sans-serif';">Skills
 * 5) <span style="font-family: 'Arial','sans-serif';">Comparable selection team

Hi Jesvin, you are absolutely correct that we should get to the root of the problem. In my case the problem was more severe and I concentrated on other aspects. To identify the gap we should look deeper into the problem. What I however realized is that a mind map is very useful. (Wynand)

Hi Wynand, I must confess that procedure wise you have followed the steps correctly. The only weakness in your perspective,is that you have not identified the performance technology intervention you will select. I think this is an important step before you can begin to think of designing and development (Olubiyi).

Hi Wynand, What do you think is the intervention tool which will be used in the design phase for Kayak? (Enna) || Dear Colleagues, after reading the suggestions and using the clues given by Professor -Yousuf I adjusted and reformulated my posting. <span style="font-family: 'Minion-Regular','serif'; font-size: 14px;">In the **problem statement** it is already stated that there is only one scheduling book, which results in guides not showing up for scheduled tours, guides confusing the meet times, customers confusing the meet times, customers showing up to the wrong location, guides showing up at the wrong locations, and, at times, overbooking tours. The only person responsible for the one scheduling book is the manager on duty.

<span style="font-family: 'Minion-Regular','serif'; font-size: 14px;">In the **organizational analysis** the HPT practitioner observed that the two manager’s roles overlap and instead of assigning specific tasks or duties to each one it seems the one on duty is doing the bookings. At the end of the day the manager needs to draw op a schedule and in the absence of a good tool that is available to everyone and therefore there is a gap in communication. Contributing to the miscommunication between the managers and staff is a central point where a schedule can be placed for each guide.

<span style="font-family: 'Minion-Regular','serif'; font-size: 14px;">In the **environmental analysis** another aspect is visible and that is that all staff work as reservationists and therefore it can also lead to miscommunication and the fact that bookings are not done properly. Staff should have specific assigned roles.

<span style="font-family: 'Minion-Regular','serif'; font-size: 14px;">In the gap analysis the following were observed: At the end of the day after closing time, the business phone line is forwarded to the managers’ cell phone and they field calls until 10 pm. The person closing the shop is responsible for bringing the book to the managers’ home so that they can book the tours appropriately. Logistically, this is a nightmare because there is an “information blackout” after the phones have been forwarded and before the managers actually receive the book. If a customer calls before the book arrives, the managers do not know what tours are available and what tours have been filled. The managers are responsible for drawing up a schedule, but fail to have a central point and separate schedules for all tour guides.
 * <span style="font-family: 'Minion-Regular','serif'; font-size: 14px;">Gap analysis **

<span style="font-family: 'Minion-Regular','serif'; font-size: 14px;">The main two environmental causes are tools and information. The online booking system does not specify date and time of any tours or surf lessons. As a result, the managers of the business are required to contact the customer and determine the specific location, time, and date that the customer wants to use the services. This current system of online booking therefore causes more work for the people involved. The tools need to be changed to avoid the extra work.
 * <span style="font-family: 'Minion-Regular','serif'; font-size: 14px;">Cause analysis **

<span style="font-family: 'Minion-Regular','serif'; font-size: 14px;">It is clear that serious communication problems exist within the organization and the managers are responsible for that. It is mentioned already that a pure information system will provide a common database of information, which is shared by various employees and can be tailored to meet needs at varying levels. The second strategy is a decision support system that will not only provide information, but also allow employees to organize information and view it in a variety of ways. At the moment all decisions rests on the shoulders of the managers and it would be good before any tool is applied that decision making can be shared. Employees and management will be able to compare data and set up acceptable alternative scenarios, to be prepared for changes in schedule, times, or tours. <span style="color: #ff0000; font-family: 'Minion-Regular','serif'; font-size: 14px;">Please see answers above.
 * <span style="font-family: 'Minion-Regular','serif'; font-size: 14px;">Intervention recommendation **

<span style="color: #000000; font-family: 'Minion-Regular','serif'; font-size: 14px;">Prof -Yousuf, I have looked at the answers and am looking into the problem. The time slots is a great idea. All reservations should be done at one central place and it should be accessible to all, especially the guides. From that central point the different schedules for the tour guides can then be drawn up and all miscommunication can therefore be avoided. ||