The Job Design changes made at the Police
One of the requirements is that tasks be hierarchically relocated to optimize resource utilization from the custody officer secured on to the jailer. That could reduce staffing costs, better time utilization, and enable the jailer to accommodate booking-ins in re-allocated tasks through further evaluation of the measures needed.
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Reduce payroll costs by increasing workforce roles with the civilization concept underlying the process. That is in addition to using industry managers into leadership positions in the police force to improve the quality of leadership.
Centralization requires a tradeoff between less staff and money saved from less staff.
The strategies that could the Police follow to reduce their apparent cost to the public
That can be addressed by the use of security instruments such as cameras, DNA testing, IT administration systems, to reduce the role of police as people-based. That is in addition to supplementing the police services by the use of private security firms to perfect the roles performed by the police which gradually leads to lower costs. That is in addition to customer-centric roles previously taken by the police, other government bodies, and reduction of the headcount of the police personnel.
The difference between managing costs by budget and an activity-based approach
It is an ABC model with two distinct approaches. These include the cost assignment ABC views as costs on activities that drive cost determination on the used resources, and activity drivers used to identify resources. The process assignment ABC views the cost-driven view to determine the cost of executing a given effort. ABC calculates different cost types, based on resource supply variations with activity levels based on organizational variations of the resources supply commitments to optimize unused capacity. A compromise between committed costs and capacity to exactly measure resource utilization is necessary using ABC.
Greasley, A. (2003). Case 21 Denby Constabulary. In R. Johnston (Ed.), Cases in Operations Management (3rd ed., pp. 116–118). Prentice Hall.