soft service methodology
DESCRIPTION
Soft Service Methodology seeks to improve services to customers, through the effectiveness and efficiency (i.e. productivity) of internal operations. The benefit of the Soft Service Methodology approach is that improvements: > Seek to improve effectiveness by focusing on meeting user needs and expectations, > Seek to improve the efficiency of role activities by reducing time "waste"; > Seek to improve the value of role contributions for others in meeting (directly and indirectly) customer requirements are improved; > Seek commitment of management and employees in productivity improvements. In applying Soft Service Methodology customers can be "internal" and "external".TRANSCRIPT
Soft Service Methodology
Version 15 May 2011
1. Soft Productivity
Copyright David Alman 2011
Soft productivity seeks to optimise value from both human interactions and activities in achieving valued outcomes. It is a systems approach that uses a Human Activity System (HAS) framework across a wide range of methodologies at organisational, process, and role levels.
Human Activity System
Activity System (Human
Designed)
Interactional system (Social)
Based on a diagram from D Patching in Practical Soft Systems Analysis
1. Soft Productivity
Copyright David Alman 2011
Purpose e.g. Clarity of goals,
aims, targets
Means e.g. processes, policies, plans,
organisational structures, management systems,
Relations e.g. Social interactions and
networks between individuals and groups, behaviours, conflicts.
A generic Human Activity System (HAS) model is shown below that integrates Human Designed activity systems (Means) and Social interaction systems (Relations & Meaning) to achieve a Purpose.
Meaning e.g. “world view”, paradigms.
beliefs, values, attitudes – culture & climate: the way we
do things around here
Process Issues: • I can reduce work delays & queues
• I can improve work productivity
• I can improve effectiveness of reports
• I can I improve employee competencies • I can I cut costs
Purpose Issues • I can meet customer needs & expectations • I can improve customer satisfaction • I can improve clarity of purpose
Attitude Issues I can improve underlying attitudes affecting: • Customer service? • Work practices? • Relationships? Relationship Issues
I can improve cooperation & coordination: • With people I work with • Between teams & other employees • With & between management • With customers
Copyright David Alman 2011
1. Soft Productivity
What Kinds of problems can I address with a HAS?
Soft Service Methodology (SSM) looks at Role value based on the effect “hard” process
activities and “soft” people interactions has on the overall system’s productivity.
The Soft Service Methodology involves:
• Clarifying the Purpose of what is needed to improve operational performance.
• Improving the value of Role activities by reducing “waste” from non valued adding activities and
“gaps” where the system fails to address a customer service requirement.
• Improving the value of Role interactions by addressing “waste” resulting in non and low valued
contribution, and “gaps” in the network of interactions that could improve service.
2. Soft Service Methodology
Copyright David Alman 2011
HAS Relationships
Role interaction “waste” & “gaps”
Role interaction “waste” & “gaps”
HAS Purpose: Customer Satisfaction
Role activity
“waste” & Gaps”
Role 3 Valued activities and interactions
Role activity “waste” & “gaps”
Role 2 Valued activities and interactions
HAS Processes
Role activity “waste” & “gaps”
HAS Attitudes
Role interaction “waste” & “gaps”
Role 1 Valued activities and interactions
Steps in applying a Soft Service Methodology Step 1 Identify Purpose of the service, and services sought (from the customer’s perspective).
Step 2 Identify “waste” and “gaps” in: 2.1 Role activities, such as causes of time “waste” and service delivery “gaps” 2.2 Role contacts, such as “waste” in contact contributions, and
“gaps” in valued contributions from other roles in the network.
Step 3 Identify improvements in the system’s process activities,
and in the network of contacts supporting customer service.
Copyright David Alman 2011
2. Soft Service Methodology
Identify Purpose, Needs
& Expectations
Step 3 Develop Improvement Program
Step 1 Identify Purpose Step 2 Identify Role improvements
Copyright David Alman 2011
Identify role activity and interactions
“waste” and “gaps” affecting value.
Develop Improvement Plan
Stages in a Soft Service System Methodology
2. Soft Service Methodology - Example
Identify Purpose, Needs
& Expectations
Step 3 Develop Improvement Program
Step 1 Identify Purpose Step 2 Identify Role improvements
Identify: a) Non productive “waste” and “gaps” in
role activities b) Non or low value “waste” and lost value
“gaps” in role contribution to other roles and customer
Copyright David Alman 2011
Identify improvements and: a) Ensure performance measurements measure improvements sought. b) Action plan
implements sought changes in
system processes, and
network contacts.
Identify: a) The purpose of the
service – from a customer perspective
b) Customer service needs & expectations.
Identify role activity and interactions
“waste” and “gaps” affecting value.
Develop Improvement Plan
Stages in a Soft Service System Methodology
2. Soft Service Methodology - Example
Identify Purpose, Needs
& Expectations Develop Improvement Plan
Identify role activity and interactions “waste” and “gaps” affecting value.
Stages in a Soft Service System Methodology Step 3 Develop Improvement Program
Identify: a) The purpose of the
service – from a customer perspective
b) Customer service needs & expectations.
Step 2 Identify Role improvements
Identify: a) Non productive “waste” and “gaps” in
role activities b) Non or low value “waste” and lost value
“gaps” in role contribution to other roles and customer
Identify improvements and: a) Ensure performance measurements measure improvements sought. b) Action plan implements sought changes in system processes, and network
contacts.
State Purpose of the Service
Identify customer complaints
Identify value of role process activities in the service system.
Identify value of role interactions in the Service network.
Review and develop measures of service performance e.g. KQIs related KPIs and targets. Develop Performance Improvement Plan, identifying Cost Benefits of changes proposed
2. Soft Service Methodology - Example
Step 1 Identify Purpose
Copyright David Alman 2011
STEP 1 Identify Purpose and Need (Working Document)
1.1. Identify the Purpose of the Service
What is the purpose from the user’s viewpoint?
• Example:
• The purpose of the service is to.................
1.2. Current User Experience
• Example user experience by categories, and service responses by group
No Example of User Comments
(Categorised) Current Service Delivery Response Group Current Contact Response Group
2. Soft Service Methodology - Example
Copyright David Alman 2011
Step 2 . 2.1 Map to identify “gaps” and “waste” in activities and interactions How do role activities & interactions work together to provide services? Any “gaps” or “waste”?
2. Soft Service Methodology - Example
Copyright David Alman 2011
STEP 2. 2.2 Identify Impacts Affecting Customer Service (Working Document) Using the flow chart explore ways to address “gaps” and “waste” in system activities or network interactions.
For example, in system activities:
• Gaps from not doing something the customer wants, or something not done right.
• Waste in service activities that do not add value.
In network interactions:
• Service interaction gaps e.g. additional interactions that could add to sought value.
• Service interaction waste e.g. non value in contact interactions. The aim is to:
• Improve the value of both service activities and interactions in providing valued service.
• Reduce “waste” that reduces the value of service activities and interactions.
• Address “gaps” affecting the value of service activities and interactions.
Copyright David Alman 2011
No Waste or Gap System/Network Conditions
(which cause the waste or Gaps) Root Cause in System Activities Root cause in Network Interactions
Example
1
Excessive customer wait time Cue waiting time • System does not allow more than term • Customer contact protocols not
customer focused
2. Soft Service Methodology - Example
Step 3 Develop an Improvement Program (working documents)
Copyright David Alman 2011
Measure Focus Support the
Purpose*
The Effect
Example:
Call value
User satisfaction
Yes
Calls measured from User perspective identifying issues to
improve service and value of service.
Calls per hour Internal, efficiency based No Calls can be dropped or customers given inappropriate
attention, resulting Lost Value
*Purpose measured rated: No; Yes; Maybe; Partly.
3.2 Develop an Service Improvement Plan
Service Improvement Plan. Agency : Purpose
Example:
The purpose of the service is to.................................
Critical Success Factors:
Examples:
Response and resolution of issues within priority time frames
Minimum to no disruption to services
No Current Issues affecting
Service
Improvements & supporting actions. Measures Implement by
Example
1
Excessive customer wait
time due to call waiting
time
Upgrade call monitoring technology
Replace Call monitoring measures that are
internal focused with customer focused
Critical Success Factors are the few things that must go well to ensure overall success in achieving Purpose.
3.1 What should be measured to be customer service focused?
2. Soft Service Methodology - Example
Copyright David Alman 2011
Soft Service Methodology aims to: Improve Customer Service; Reduce costs & increase valued activities; Improve role & customer relationships; Emphasise common values to achieve outcomes; Improving effective management of service delivery; Use a “wholistic” approach to address both work and customer issues; Take an integrated “systems” approach so the value of all activities & interactions is understood
2. Soft Service Methodology
A collaborative approach is taken to improving Soft Service
For further advice please contact David Alman at
proventivesolutions.com.au
Copyright David Alman 2011