service_operations [edocfind.com]
Post on 08-Apr-2018
227 Views
Preview:
TRANSCRIPT
-
8/7/2019 Service_Operations [EDocFind.com]
1/28
Service Operations
-
8/7/2019 Service_Operations [EDocFind.com]
2/28
Services are EverywhereService Industries(communications, health care, transportation)
R&D
Design
Supporting
Services
(legal)
Manufacturing
Distribution
Repair
Government Support Services
(roads, education, public safety)
Interme-
diary
Private business
supporting services
Commer-
cial
Consu-mer
-
8/7/2019 Service_Operations [EDocFind.com]
3/28
Products Are Bundles ofGoods and Services
100%
Goods
100%
Services% goods
% services
consultin
g
autos
hotels
groceries
retail
-
8/7/2019 Service_Operations [EDocFind.com]
4/28
Product-Service Bundle
Core
Product
Repair
Service
Consulting
Service
Other
ServicesTraining
-
8/7/2019 Service_Operations [EDocFind.com]
5/28
Key Differences BetweenServices & Goods
Tangibility Concurrent Production and Consumption
of Service Product Heterogeneity & Variability
Tasks Products
Perishability Role of the Customer Process = Product
Managements tasksdiffer greatly
between goodsproduction and
service production
-
8/7/2019 Service_Operations [EDocFind.com]
6/28
Low
High
Low High
Degree of Interaction and Customization
Degree of
Labor
Intensity
Service Factory Service Shop
Mass Service Professional Service
Classification of Services
-
8/7/2019 Service_Operations [EDocFind.com]
7/28
Perceptions of Service
Quality Quality of the Delivery Process versus
Quality of the Technical Outcome Elements of the process may cue technical
proficiency Dimensions of Service Quality
Reliability: Delivering on Promises Responsiveness: Being Willing to Help Assurance: Inspiring Trust and Confidence Empathy: Treating Customers as Individuals Tangibles: Representing the Service Physically
-
8/7/2019 Service_Operations [EDocFind.com]
8/28
Gap Model of Service
QualityCustomer
Company
Customer Perceptions
Customer Expectations
Satisfaction Outcome Gap
Service Delivery Designs
Gap 2
Service Delivery
Gap 3
Communications
to Customers
Gap 4
Perceptions of Customer Expectations
Gap1
Source: Zeithaml & Bitner
-
8/7/2019 Service_Operations [EDocFind.com]
9/28
Gap Model of Service
Quality Gap 5: Customer Perceptions - Customer Expectations
Gap 1: Not Knowing What Customers Expect Company Perception of Customer Expectations - Actual
Gap 2: Not Selecting the Right Design Standards Service Design Standards - Company Perception of Customer Expectations
Gap 3: Not Delivering to Service Standards:The Operations Gap
Actual Service Performance - Standards
Gap 4: Not Matching Performance to Promises Actual Service Performance - Promised Performance
-
8/7/2019 Service_Operations [EDocFind.com]
10/28
Gap Model of Service
QualityCustomer
Company
Customer Perceptions
Customer Expectations
Gap 5
Service Delivery Designs
Gap 2
Service Delivery
Gap 3
Communications
to Customers
Gap 4
Perceptions of Customer Expectations
Gap1
Source: Zeithaml & Bitner
-
8/7/2019 Service_Operations [EDocFind.com]
11/28
Gap 3: Translating the ServiceStandards into the Delivery
Operation Gap 3a: Operational Design
People: Employees, Managers, & Customers
Process: Role of Service Blueprinting
Equipment/Facilities, i.e., Tangibles Plus a
Whole Lot More
Gap 3b: Operational Control Ensuring the Quality of the Outcome,
Especially When Using Intermediaries
Enhancing the Operational Design Through
Feedback
l f l
-
8/7/2019 Service_Operations [EDocFind.com]
12/28
Gap 3: Role ofEmployeesin Operational Design &
Delivery Staffing and Scheduling Shortcomings
Ineffective Recruitment
Role Ambiguity & Role Conflict Wrong Skills for Process - Equipment
Elements
Flaws in Evaluation & CompensationSystems
Lack of Empowerment & Teamwork
Hire - Retain - Develop - Support
11
G 3 l f C
-
8/7/2019 Service_Operations [EDocFind.com]
13/28
Gap 3: Role ofCustomersin Operational Design &
Delivery Customers Not Performing Their Role in theProcess Lack of Understanding
Lack of Ability Lack of Willingness Ambiguity & UncertaintyAbout What They Want
No Reward for Good Performance Interaction with Other Customers Impact: Customers Introduce Variability to an
Operation Solution: Limit & Control Customer
Involvement Through Process Design &Technology
13
G 3 R l f P i
-
8/7/2019 Service_Operations [EDocFind.com]
14/28
Gap 3: Role ofProcess inOperational Design &
Delivery Service Blueprinting: An Extended ProcessMap Design & Diagnostic Tool
Effectively Handling Demand Impact of Random Arrival Pattern Waiting Line (Queue) Configurations Waiting Line (Queue) Management
Matching Demand to Capacity Through
Demand Management Pricing: Yield Management Customer Communication Alternative Service Delivery Processes Complementary Products
14
-
8/7/2019 Service_Operations [EDocFind.com]
15/28
Gap 3b: Maintaining
Operational Control Quality Control Procedures
Measure Outcomes
Measure Processes Controlling Quality through the Supply Chain
Intermediaries
Distributed Delivery Network
Enhancing the Operational Design ThroughFeedback Properly measuring customer perceptions
-
8/7/2019 Service_Operations [EDocFind.com]
16/28
Service Encounter
Sequence Service Encounters = Transactions =
Tasks
Poor quality in one task can taint theperception of quality for the entiresequence
Initiation Diagnosis Service Verify
Service Transaction 2Service
Transaction
1
Service
Transaction
3
-- Service Encounter --
-
8/7/2019 Service_Operations [EDocFind.com]
17/28
Service Blueprinting
Customer Actions
On-Stage Contact Employee Actions
Line of Interaction
Backstage Contact Employee Actions
Line of Visibility
Support Processes
Line of Internal Interaction
-
8/7/2019 Service_Operations [EDocFind.com]
18/28
Service Encounter Triad
Company(Management)
CustomersEmployees
Efficiency vs.Autonomy
Efficiency vs.Satisfaction
Perceived Control
Adapted from Gronroos & Kotler
-
8/7/2019 Service_Operations [EDocFind.com]
19/28
Costs of Queues
Level of Service
Low High
Expected
Cost
Cost ofprovidingservice
Cost ofWaiting
Optimal Solution
Total Cost
-
8/7/2019 Service_Operations [EDocFind.com]
20/28
-
8/7/2019 Service_Operations [EDocFind.com]
21/28
Reducing the CustomersPerceived Waiting Time
Unoccupied time feels longer than occupied time Provide magazines, a TV, or coffee in a waiting area DJs for music while on hold on telephone
Pre-process waits feel longer than in-process waits Have an initial reception take some data
Anxiety makes waits seem longer Tell customers how long the plane will be late
Uncertain waits feel longer than known finite waits Tell customers on a support hot line how long the wait will
be.
-
8/7/2019 Service_Operations [EDocFind.com]
22/28
Reducing the CustomersPerceived Waiting Time
Unexplained waits feel longer than explainedwaits Tell customers that the flight crew is delayed
Unfair waits feel longer than equitable waits The last person to arrive gets helped first at the
newly opened checkout The more valuable the service, the longer a
customer is willing to wait Waiting to buy playoff tickets goes fast
Solo waits feel longer than group waits Misery loves company
-
8/7/2019 Service_Operations [EDocFind.com]
23/28
Demand & CapacityImbalance
WastedCapacity
Tight Capacity
Demand
Capacity
time
Good
Balance
-
8/7/2019 Service_Operations [EDocFind.com]
24/28
Managing Capacity
Schedule employees and equipmentintelligently.
Stretch the capacity: Squeeze more people in. Speed up service.
Schedule downtime during periods of lowdemand (repair, maintenance, vacations)
Employ part-timers, flex-timers, call-in
workers, seasonal workers. Rent/share extra facilities equipment. Cross-train employees
-
8/7/2019 Service_Operations [EDocFind.com]
25/28
Managing Capacity
Long Term Fixed Capacity Facilities, Equipment.
Short Term VariableCapacity Workers.
-
8/7/2019 Service_Operations [EDocFind.com]
26/28
Managing Demand
Product Variations over time Ski manufacturer vs. Ski Area
Modifying Timing and Location of Delivery
Have the facility open when there is demand for it(banks!). Use mobile units to bring the service to the
demand Pricing
For different market segments based on demand Danger of cannibalizing sales
Communication with Customers Peak times. Off-peak special offers.
-
8/7/2019 Service_Operations [EDocFind.com]
27/28
Managing Demand
Pricing.
Advertising and Promotion.
Reservations.
Change the Nature of Demand.
-
8/7/2019 Service_Operations [EDocFind.com]
28/28
Location of Capacity
Back-of-the-House Front-of-the-House
Fixed Capacity add equipment tables in a restaurantcooking equipment checkout station
data entry stations telephone lines
Variable Capacity cooks cashiers
typists bank tellersbaggage handlers waitstaff
Managing Capacity
top related