留学生essay代写范例：Capacity Management Methods In The Service Sector

留学生essay代写范例-服务业的产能管理方法。本文是一篇由本站代写服务提供的essay代写参考，主要内容是讲述ICICI银行运营部门的能力可以解释为在有限的时间范围内处理客户请求的资源和所需的质量。RPC的资源是产生所需输出所需的人员、系统和设施的组合。例如，在给定资源的情况下，每天处理的流通票据数量是RPC支付和结算部门的能力。需求是客户利用银行提供的服务和产品的要求。下面就一起来看一下这篇留学生essay代写范例。

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银行有限公司是印度最大的私人银行。ICICI银行提供广泛的金融产品和服务。ICICI银行的零售银行部门分为三个部门，即分行、销售和运营。业务部门下属的区域处理中心负责处理和实施银行为指定地理区域提供的产品和服务。

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.

由于庞大的客户群和提供的大量服务，运营单位不得不经常面临处理量的波动。由于银行在监管环境下处理大量交易，因此需要谨慎实施容量管理，同时保持所需的质量标准。本文以ICICI银行零售负债运营部为研究对象。本文的目的是批判性地分析ICICI银行的容量管理方法，并以相同的质量应对波动的容量或波动的需求。

PROCESS DESCRIPTION 过程描述

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.

根据slack（2009），在“投入-转化-产出”模式下，分行和销售部门以客户服务请求和销售给客户的金融产品处理请求的形式向区域处理中心（运营部门）提供投入。现在，这些输入在RPC中进行处理，输出以提供给客户的服务的形式出现。例如，RPC处理的开户表格、定期存款申请和流通票据等，为客户提供银行提供的服务和便利。

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

尽管ICICI银行的运营部门不是直接开展业务，但该部门的高效工作确保了客户满意度、遵守中央银行法规和防止欺诈

CAPCITY AND DEMAND Facet of Operations at ICICI Bank 资本和需求 ICICI银行的运营方面

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.

根据Hill（2005）的观点，ICICI银行运营部门的能力可以解释为在有限的时间范围内处理客户请求的资源和所需的质量。RPC的资源是产生所需输出所需的人员、系统和设施的组合。例如，在给定资源的情况下，每天处理的流通票据数量是RPC支付和结算部门的能力。需求是客户利用银行提供的服务和产品的要求。

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, ?).

现在，当容量具有时间维度时，输出的变化会受到RPC的所有输入元素的影响。因此，银行提供的产品和服务包的多样性导致了对运营单位的投入和需求的变化。等式的另一个方面是了解需求及其持续时间。这反过来又包含在需求的数量、种类和变化以及需求的性质的知识中（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:

根据Slack在。el（2010）ICICI银行需要了解其满足需求的能力。如果容量较低，银行将无法满足需求，从而导致客户不满，如果容量大于需求，银行将为额外容量付费。ICICI银行有一个定义明确的方法来计算RPC（运营单位）以及RPC的个人员工的容量。银行使用生产力计算的方法来确定满足需求的能力。RPC的服务处理进一步划分为部门并组成团队来执行特定任务，如支付和结算部门、开户团队、风险控制单元、交易团队。团队的总体任务进一步划分为一系列小任务，这些小任务是正式的，对所有RPC都是相同的。在整理了来自所有RPC银行的一线员工和团队领导的输入后，准备了RPC执行的所有任务以及完成特定任务所需的平均时间的广泛列表。完成特定任务所需的时间称为“热时间”。员工个人生产力按以下公式计算：

Productivity = Hot time Ã- Volume handled 生产率=热处理时间

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的容量也永远不会是恒定的。需求从每小时到每天的波动可能很难满足需求。在ICICI，高级票据的银行清算必须在银行营业时间后四小时的小时间窗口内完成。对于如此小的时间范围，随着产量的波动，很难用现有的产能来处理需求。改变产能以应对需求变化的能力引发了产能灵活性的问题（Slack，2009）。有趣的部分是了解一个人如何提高自己的能力。这可以通过努力工作、加班来实现。但是，由于RPC每天处理价值1.5亿卢比的金融交易，有必要保持质量标准，以避免错误的信用和遵守监管指南。

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.

为了应对容量的波动，有效容量和潜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，而潜在能力是指如果管理者能够提供额外的安排来增加能力，则可以使用的能力。两者都是短期决策，与团队和个人层面有关，而不是与整个组织有关。容量的长期增加或减少，如新RPC的开通，将对该RPC下的整个分支网络产生影响。

DEMAND FORECAST 需求预测

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

根据Slack在el。（2010）对需求和产能波动的了解对于规划未来事件是必要的，否则只能做出反应。对于产能规划来说，预测是一个有价值的输入。需求预测可以是长期的，也可以是短期的。需求可以是可预测的，也可以是不可预测的。在ICICI银行，运营活动的短期预测由RPC的各个团队完成。RPC中不可预测的需求变化需要通过精心规划的容量管理方案来解决，以满足需求和容量之间的差距。短期预测用于规划资源分配，以满足预期的需求激增。银行需求的短期变化基本上是可预测的，尽管没有确切的数字，但可以通过评估历史数据和趋势以及当前市场形势来对需求做出公平的假设。以票据处理团队为例，说明了影响需求波动的可能因素，这些因素可以是

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

·连续几天放假会增加需求

·Natural calamity- It will decrease demand

·自然灾害-它将减少需求

·Financial year opening-closing- It will increase demand

·财政年度开始-结束-这将增加需求

·Launch of popular IPO- It will increase demand

·热门IPO启动-将增加需求

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

·预付款按月支付周期-这将增加需求

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.

虽然这不是一个广泛的列表，但它提供了影响需求波动的因素的大致概念。同样，在校园招聘时，银行预计工资账户开户活动会激增，存款利率的提高将增加定期存款申请的需求，并增加当月最后一周交易部门的工资信贷流程工作量。

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.

成交量可以作为一段时间内需求趋势的陈述。需求的长期预测是基于不同的标准预测模型。这些预测模型基于不同的假设（Hill，2005）。除了这些假设之外，几乎没有其他因素，如宏观经济因素、计划使用新技术等。预测永远不可能准确。预测中对需求的过度估计可能导致增加产能的不必要支出（Slack，2009）。ICICI银行对需求的长期估计由中央部门进行，同时考虑到新技术的实施、预期市场份额、中央银行（印度储备银行）监管的变化以及竞争对手提供的服务质量等。

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统的容量与对该系统的需求的匹配。”（Wild，第304页，2002年）。容量管理是平衡客户需求和RPC容量以满足需求的方法。容量管理高度重视通过预测了解需求的性质，并高度重视管理满足需求的容量（Lovelock，1984）。需求能力错配是银行运营部门经常要处理的问题。根据slack（2009）的说法，有三个计划可用于解决需求-容量不匹配的问题，大多数组织将根据业务需求混合使用所有计划。计划是：

·Level capacity plan

·液位容量计划

·Chase demand plan

·Chase需求计划

·Manage demand plan

·管理需求计划

Level capacity plan 级别容量计划

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.

在整个规划期内，即使需求预测波动，容量计划中的容量也保持不变（Slack 2009）。在ICICI银行的情况下，如果容量水平保持一致，并且如果需求很高，则基本容量相当高。银行将无法实现向客户承诺的服务水平。在需求不足的情况下，银行最终将为未充分利用的资源支付额外费用。ICICI银行无法承担水平产能计划，因为银行无法满足需求的机会成本可能导致违反央行规定。

Chase demand plan Chase需求计划

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的需求计划试图使产能与需求的变化相匹配。此计划既可以是被动的，也可以是主动的。如果需求的波动是不可预测的，那么容量的变化将是匹配需求的无功措施。如果可以预测需求波动，Chase将积极主动或计划周密。可以通过以下方式更改资源范围来控制容量水平：

·Sharing of capacity between different departments at RPC.

·RPC不同部门之间的容量共享。

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银行，一个部门的业务量增加是通过与处理相对较低业务量的其他部门成员分担责任来处理的。Slack（2009）认为这种安排是最有效的。

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

·对不太关键的服务使用供应商支持：遵守银行监管。

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.

在支付和结算部门业务量大的时候，可以向市场上的现有供应商提供票据数据录入、图像捕获和编码等活动。由于银行业是一个高度监管的行业，信贷和借记验证等关键活动不能外包，必须由特定级别以上的银行官员完成。

·计划轮班以满足当天的高峰流量

·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银行的工作时间为12小时，而每位员工的工作时间则为9小时。RPC的每个部门都有不同的高峰时间。例如，支付和结算部门在两个不同的时间出现峰值，首先是在10A左右。M.当高价值支票在上午11点左右被核实并发送清算时，另一张在下午3点左右，当当天收集的所有流通票据都被核实时。安排两班倒，每个团队成员都在办公室处理两个高峰时段的工作量。

·Changing output rate.

·不断变化的输出速率。

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)

通过期望RPC的每个员工都能以比正常速度更快的速度工作，从而提高产量。这种方法可以作为临时措施。长期使用这种方法会降低工作质量，并引起员工的不满（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银行使用了上述管理需求-能力差距的解决方案，但如果其他团队的资源经过良好培训，可以在任何部门工作，则可以与其他部门的资源共享工作。中央银行给出的指导方针需要更新到RPC所有部门的所有员工，以确保该员工遵守法规并遵守质量标准。

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.

追逐需求计划的目的是保持产能与有效产能紧密一致，从而努力实现最大效率和服务质量。

Manage demand Plan 管理需求计划

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.

根据Slack（2009），需求管理计划用于改变需求模式，使其与可用的有效容量相匹配。这种方法在ICICI银行用于时间框架不是限制因素的活动，例如，定期存款申请可以在晚些时候通过提供有价值日期的信贷来处理。

QUALITY ASPECT 质量方面

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.

根据Slack（2009）的说法，质量需要从客户的角度来理解，因为它是由客户的期望来定义的。在银行，处理质量是从客户和监管机构的角度来理解的。管理人员将容量管理作为一种工具，以最大限度地减少满足需求的容量与提供的服务质量之间的权衡。

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.

从策略的角度来看，服务质量、处理质量和资源能力很重要，因为它们会中断银行实现其竞争策略的能力，如附加值和价格的结合（Bowman 1990）。质量或效率的重要性在很大程度上取决于本行的竞争地位。如果通过以相对较高的价格提供高质量的服务来获得竞争优势，那么有时会有更多倾向于沉迷于产能过剩。如果银行在价格上竞争更多，而不是增加产能，那么质量更有可能退居次要地位。然而，随着客户对优质服务的期望越来越高，ICICI银行被迫在经济放缓时期以更低的价格保持服务质量，因为银行需要保持声誉。

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.

关键的维度是那些赢得客户的维度，或者那些如果恶化可能导致客户流失的维度（Armistead 1990）。ICICI银行在实现最高增长时未能考虑到这一因素，当时该银行正在处理非常高的交易量，因此，抱着在现有产能恢复的情况下管理更高需求的心态，实际上忽视了所提供服务的质量方面。该行很快意识到，与其说是创造新客户，不如说是失去客户。2009年，ICICI银行遵循对账政策，不积极提高市场份额，而是专注于提高卓越运营和成本削减，该行实际上使用了能力管理技术来削减成本。为了提高银行的质量标准，RPC引入了备忘录系统，在该系统中，每个错误都将被详细记录，并进行适当的根本原因分析，特定数量的备忘录将导致员工被解雇。

IMPLEMENTATION OF COPING STRATERGY 应对策略的实施

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:

随着服务运营经理对能力管理的理解不断加深，他们开始平衡能力与需求。在ICICI，银行运营经理开始着手处理接近盈亏平衡点的产能，而这正是问题开始出现的地方。在盈亏平衡点附近操作时，可观察到质量下降。我们需要一种应对策略，这种策略可以适用于短期内无法与产能和需求有效匹配的情况。作为制定应对策略的标志，RPC有必要通过以下方式找到自己的追逐和水平计划的组合：

Improving its capability to forecast

提高预测能力

·Quality target should be well described and monitored

·质量目标应得到很好的描述和监控

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

·为团队设定明确的能力目标，为个人员工设定波动的生产力目标

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

·了解其质量的关键和卫生方面（Armistead和Clark，1991）

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

·了解作战单元中可能的故障点（Armistead和Clark，1991）

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

·为了应对需求与产能的不匹配，在少数几种应对情况下，可以采取多种行动：

Chasing demand plan with High Demand 追求高需求计划

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.

在这种情况下，产能正在追逐需求，而需求很高。由于银行员工经常延长工作时间以满足需求，员工很可能会犯错。这里的风险是为客户提供的服务质量会下降。而经常在这种情况下工作的员工会感到压力，可能会辞职，这对雇主不利，因为已经投入了资金和时间来培训员工。为了改善这种情况，我们可以制定广泛的计划，通过确定确定高需求的特定日期，并相应地向相关团队分配资源，来应对高需求波动的情况。

Chasing demand plan with Low Demand 用低需求追逐需求计划

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:

这是一种需求较低、产能追逐需求的情况，产能也将减少。由于印度的银行监管不允许兼职员工进入银行，因此每个资源都是全职员工。由于特定任务的容量随着需求的减少而减少，目标面临风险。可能的操作包括：

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

·接受它作为休息和恢复的时间，这将有助于员工摆脱压力。

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

·完成电脑或支票编码机的清洁和维护等其他任务。

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

·完成没有时间限制但必须完成的任务。

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

·安排跨部门培训，以便开发资源来支持其他部门。

·Level demand plan with High Demand

·高需求水平需求计划

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

在这种情况下，不可能限制需求以匹配有效容量。由于容量是固定的，高需求将无法完全满足。在这种情况下，应在收到客户请求时通知客户，银行将无法及时处理此请求

·Level demand plan with Low Demand

·低需求水平需求计划

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.

这是一种无法刺激足够需求以匹配有效产能的情况。在这种情况下，银行应利用备用资源。

·Transfer of resources to other maintenance tasks.

·将资源转移到其他维护任务。

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

·完成需求旺盛时期产生的积压工作。

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