ch06 service operations
TRANSCRIPT
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Service Operations and Office Work
Sections:1. Service Operations2. Office WorkChapter 6
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Service Operations
Service operations provide a service to a client or customer
By contrast, production operations provide a product
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Service Industries: Typical Companies
Banking – Citigroup, Bank of America Communications – Verizon, Comcast Education – Lehigh, Penn State Entertainment – Walt Disney, Viacom, MGM Health Care – Aetna, Health Net, hospitals Hotel – Hilton, Holiday Inn, Ritz Carlton Insurance – New York Life, State Farm Retail Trade – Wal-Mart, Sears, Home Depot
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
The Nature Of Services
A service is intangible; it is experienced The time to deliver a service is variable and
usually unpredictable How long will it take for an auto mechanic to
diagnose an engine problem? How long will it take for an obstetrician to
deliver a baby? How long will it take for a mechanical
engineer to design a new part?
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Comparisons: Products vs. Services
ProductsTangibleProducts are consumedMinimum variations, one unit to the nextTime to complete is generally predictableNo customer contact with manufacturer
ServicesIntangibleServices are experiencedVariations between one service and the nextTime to complete often unpredictableCustomer contact with service provider
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Service Quality Factors
Customer interaction How well did the customer get along with
the car salesman? Quality of workmanship
Did the customer get a good haircut? Waiting time
How long did the customer have to wait before being served?
Service time How long did the service take once it began
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Types of Service Providers
1. Service Organizations – service is the main business of the company or organization
2. Internal Services – department provides a service within the larger company Example: Accounting Department
3. Product Companies that also provide a service Example: Dell Corp. sells PCs but they
maintain a service call center for customers with problems
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Scheduled vs. Random Services
Scheduled Service Operation – customer arrival times are scheduled Examples: doctor and dentist
appointments, airline passenger service, college courses
Random Service Operation – customers arrive randomly Examples: hospital emergency rooms,
retail stores, fast food restaurants
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Facilities- vs. Field-Based Services
Facilities-based services – customers must be at the service provider’s facility for the service to be rendered Examples: banks, barber shops, hotels,
movie theaters, retail trade Field-based services – service is rendered at
customer’s location Examples: custodial services, household
appliance repairs, garbage collection
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Level Of Customer Contact High-contact services – customer is involved a
high proportion of the service time Each service tends to be different Examples: hairdressers, dental offices,
restaurants Generally associated with facilities-based
services Low-contact services – little direct contact
between customer and service provider Examples: postal delivery, tax collectors Generally associated with field-based
services
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Implications of Level of Contact
High contact services: More difficult to plan staffing requirements in
random service operations Good interpersonal skills required of service
providers Low-contact services:
Possible to analyze the work process and make methods improvements
Technical and analytical skills are more important
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Manual Work vs. Service Work
Manual repetitive workProcessing of materialWorker attributes are physical Blue collar workerWork is performed in factories, warehouses, construction sitesAssociated with primary and secondary industries
Service workInformation processingWorker attributes are mental, communicationWhite collar workerWork is performed in banks, offices, stores, restaurants, hospitalsAssociated with tertiary industries
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Standards & Staffing for Service Work
Setting standards and determining staffing levels is more difficult for service operations than for repetitive work because
Services are variable, so service times vary Random arrivals - difficult to predict workloads Customer contact affects service time Intangible work units Details of the service are not known in advance Creative work cannot be measured directly
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Standards Used In Service Work
Hospital staff nurse – standard = number of patients for which nurse is responsible
Salesperson – sales quota Dental hygienist – 45 minutes per patient Dentist – different appointment times for
different categories of dental work Caseworker – standard = number of cases College faculty – standard = three courses per
semester
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Office Work
An office is a place where the business-oriented activities of an organization are transacted and/or its services are rendered
Office work is concerned with business processes and functions Design Sales Accounting Scheduling
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Office Activities
Physical and mental actions performed by office worker while performing an assigned task
Examples: Answering and making telephone calls Calculating Decision-making Participating in meetings Photocopying Reading
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Office Applications
Related to the business processes of the organization and oriented toward end results
Examples: Accounts payable Engineering drawing preparation Payroll Preparing and making presentations Production scheduling Sales forecasting
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Routine vs. Creative Office Work
Characteristics of routine office work:Tends to be easyLess education requiredRepetitivePredictableDefined procedures
Characteristics of creative office work:Tends to be difficultMore education requiredNon-repetitiveProblem solvingProblems are unique
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Routine Office Work Activities
Filing papers Carrying things Collating and sorting Mail handling Photocopying Typing and keying
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Creative Office Work Activities
Analysis Calculating Decision-making Drawing conclusions or inferences Drawing or sketching Proofreading or checking Thinking
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Routine Plus Creative Work Activities
Answering telephone calls Making telephone calls Participating in meetings Reading Writing
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Knowledge Workers and Support Staff
Knowledge workers – office workers who accomplish the creative information-processing activities and applications in offices Two types:
1. Managerial 2. Non-managerial
Support workers – provide administrative and staff assistance for the office Perform routine office tasks
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Job Titles of Knowledge Workers
Managerial:Chief executive officerVice presidentManagerSuperintendentPrincipal (school)Dean (college)General (army)Admiral (navy)
Non-managerial:EngineerLawyerMedical doctorResearch scientistEditorChemistMarketing analystProfessor
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Job Titles of Support Personnel
Administrative assistantAdministrative associateBookkeeperClerical workerData entry operatorEditorial assistant
Equipment technicianReceptionistSecretaryStenographerTelephone operatorTypist
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Knowledge Work
Routine office work can be subjected to analysis, mechanization, and automation
Knowledge work depends on uniquely human traits that cannot be automated Creative abilities – required for creative work Discretion – knowledge worker must decide
how to approach a given problem or task Self-pacing – knowledge worker works at
own pace No machine pacing
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Allocation of Workloads
Ideal allocation of workloads between knowledge workers and support staff
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Allocation Reported in Research Study
Actual allocation of workloads between knowledge workers and support staff as indicated in a 1988 study of office work
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Why Professionals Do Routine Work
The work is easier Results measured more readily Can predict the time required Support personnel are assigned to managers,
not professional staff Support personnel are not available Support personnel do not do their jobs
adequately Support personnel are not trained properly
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Office Automation
Modern implementation of computers and other business machines to automate much of the routine and repetitive information-processing work accomplished in offices
Mainframe computers introduced into business in 1950s
PCs introduce into offices in 1980s
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Characteristics of Office Automation
Its purpose is to assist workers in accomplishing their information-processing activities and applications
It consists of hardware (PCs, telephones, photocopiers) and software (word processors, spreadsheets)
It is a networked environment It represents the convergence and integration
of three traditional office technologies
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Three Traditional Office Technologies
Office machine technology Typewriters, adding machines, dictation
machines, and photocopiers Data processing technology
Computers, data storage devices, printers and other output devices
Communication technologies Telephones and teletype machines.
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Computer Augmentation of Office Work
Use of computer systems to enhance worker capabilities in low-volume creative work
Concerned with increasing and improving Effectiveness of the process Convenience of the worker Quality of the result Access to needed information Communication with colleagues and co-
workers Procedures for performing creative work
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Office Automation vs. Augmentation
Work Systems and the Methods, Measurement, and Management of Workby Mikell P. Groover, ISBN 0-13-140650-7.
©2007 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
Examples of Computer Augmentation
Design engineer - CAD workstation Writer – PC word processor software College professor – PC slide preparation
software Commercial artist - computer graphics terminal Lawyer - legal documents on a word processor Process planner - process planning software Time study engineer - specialized work
measurement software