SCM - Service Process
-
Upload
rizky-habibie -
Category
Documents
-
view
223 -
download
0
Transcript of SCM - Service Process
-
7/25/2019 SCM - Service Process
1/24
McGraw-Hill/Irwin Copyright 2011 The McGraw-Hill Companies, AllCopyright 2011 The McGraw-Hill Companies, All
Chapter 7
Service Processes
-
7/25/2019 SCM - Service Process
2/24
7-2
Learning Objectives
1. Understand the characteristics of
service processes and know how they
differ from manufacturing processes.
2. Construct a service blueprint.
3. emonstrate how services are
classified.
!. "#plain the involvement of the
customer in services.
-
7/25/2019 SCM - Service Process
3/24
7-3
The Nature of Services
$he customer is the focal point of all
decisions and actions
$he organi%ation e#ists to serve the
customer
&perations is responsible for service
systems
'lso responsible for managing the work
of the service workforce
(& 1(& 1
-
7/25/2019 SCM - Service Process
4/24
7-4
The Service Triangle
(& 1(& 1
-
7/25/2019 SCM - Service Process
5/24
7-5
Service Package
1. Supporting facility) $he physical resources that must be in place
before a service can be offered
2. *acilitating goods) $he material purchased by the buyer or the items
provided to the customer
3. +nformation) ata provided by the customer
!. "#plicit services) ,enefits that are observable by the senses
-. +mplicit services) Psychological benefits the customer may sense
only vaguely
(& 1(& 1
-
7/25/2019 SCM - Service Process
6/24
7-6
An Operational Classification ofServices
Customer contact the physical
presence of the customer in the system
) Extent of contact the percentage of time
the customer must be in the systemrelative to service time
) Services with a high degree of customer
contact are more difficult to control
Creation of the service the work
process involved in providing the
service itself
(& 3(& 3
-
7/25/2019 SCM - Service Process
7/247-7
ajor !ifferences bet"een #igh an$Lo"%Contact S&stems in a 'ank
(& 3(& 3
-
7/25/2019 SCM - Service Process
8/247-8
!esigning Service Organi(ations
Cannot inventory services) /ust meet demand as it arises
Service capacity is a dominant issue) 0hat capacity should + aim for
/arketing can ad4ust demand
Cannot separate the operations
management function from marketing inservices
aiting lines can also help with capacity
(& 1(& 1
-
7/25/2019 SCM - Service Process
9/247-9
#o" Service !esign is !ifferentfrom Pro$uct !esign
1. $he process and the product must bedeveloped simultaneously
) $he process is the product
2. ' service operation lacks the legal protectioncommonly available to products
3. $he service package constitutes the ma4oroutput of the development process
!. /any parts of the service package aredefined by the training individuals receive
-. /any service organi%ations can change theirservice offerings virtually overnight
(& 1(& 1
-
7/25/2019 SCM - Service Process
10/247-10
Structuring the Service Encounter)Service%S&stem !esign atrix
Service encounters can be configured in anumber of different ways
1. /ail contact
2. +nternet and on5site technology
3. Phone contact
!. *ace5to5face tight specs
-. *ace5to5face loose specs
6. *ace5to5face total customi%ation
Production efficiency decreases with morecustomer contact
(ow contact allows the system to work moreefficiently
(& 3(& 3
-
7/25/2019 SCM - Service Process
11/247-11
Service%S&stem !esign atrix
(& 3(& 3
-
7/25/2019 SCM - Service Process
12/247-12
Characteristics *elative to the !egree ofCustomer+Service Contact
(& 3(& 3
-
7/25/2019 SCM - Service Process
13/247-13
Strategic ,ses of the atrix
1. "nabling systematic integration of
operations and marketing strategy
2. Clarifying e#actly which combination
of service delivery the firm is providing
3. Permitting comparison of how other
firms deliver specific services
!. +ndicating life cycle changes as thefirm grows
(& 3(& 3
-
7/25/2019 SCM - Service Process
14/24
7-14
-irtual Service) The Ne" *ole ofthe Customer
Customers no longer 4ust interact with the
business
Pure virtual customer contact customers
interact in an open environment) e,ay
) Second(ife
ixe$ virtual an$ actual customer contact
customers interact with one another in aserver5moderated environment
) 7ou$ube
) ikipedia
(& !(& !
-
7/25/2019 SCM - Service Process
15/24
7-15
Service 'lueprinting an$ .ail%Safing
$he standard tool for service process
design is the flowchart
) /ay be called a service blueprint
' uni8ue feature is the distinction
between high customer contact aspects
of the service and those activities the
customer does not see) /ade by a 0line of visibility
(& 2(& 2
-
7/25/2019 SCM - Service Process
16/24
7-16
Example) 'lueprint of a T&picalAutomobile Service Operations
(& 2(& 2
-
7/25/2019 SCM - Service Process
17/24
7-17
Service .ail%Safing Poka%/okes 0AProactive Approach1
Poka5yokes procedures that block amistake from becoming a service defect
) Common in factories
/any applications in services) arning methods) Physical or visual contact methods
) $hree $9s
1. $ask to be done
2. $reatment accorded to the customer3. $angible features of the service
/ust often fail5safe actions of the customeras well as the service workers
(& 2(& 2
-
7/25/2019 SCM - Service Process
18/24
7-18
Three Contrasting Service !esigns
1. $he production line approach:/conald9s;
) Service delivery is treated much like
manufacturing2. $he self5service approach :'$/
machines;) Customer takes a greater role in the
production of the service
3. $he personal attention approach:
-
7/25/2019 SCM - Service Process
19/24
7-19
Seven Characteristics of a 2ell%!esigne$ Service S&stem
1. "ach element of the service system isconsistent with the operating focus of the firm
2. +t is user5friendly
3. +t is robust
!. +t is structured so that consistent performanceby its people and systems is easilymaintained
-. +t provides effective links between the back
office and the front office6. +t manages evidence of service 8uality so that
customers see the value of service provided
>. +t is cost5effective
(& 1(& 1
-
7/25/2019 SCM - Service Process
20/24
7-20
anaging Customer%3ntro$uce$-ariabilit&
=ow should services accommodate the
variation introduced by the customer
Standard approach is to treat this as a
tradeoff between cost and 8uality
) /ore accommodation ? more cost
) (ess accommodation ? less satisfaction
Standard approach may overlook waysto accommodate customer
(& !(& !
-
7/25/2019 SCM - Service Process
21/24
7-21
.ive T&pes of -ariabilit&
1. 'rrival variability) Customers arrive at times when there are not
enough service providers
2.
-
7/25/2019 SCM - Service Process
22/24
7-22
Strategies for anaging Customer%3ntro$uce$ -ariabilit&
(& !(& !
-
7/25/2019 SCM - Service Process
23/24
7-23
Appl&ing 'ehavioral Science toService Encounters
1. $he front5end and back5end of theencounter are not created e8ual
2. Segment the pleasure@ combine the
pain3. (et the customer control the process
!. Pay attention to norms and rituals
-. People are easier to blame thansystems
6. (et the punishment fit the crime inservice recovery
(& !(& !
-
7/25/2019 SCM - Service Process
24/24
7 24
Service 4uarantees as !esign!rivers
1. 'ny guarantee is better than noguarantee
2. +nvolve the customer as well as
employees in the design3. 'void comple#ity or legalistic
language
!. o not 8uibble or wriggle when acustomer invokes a guarantee
-. /ake it clear that you are happy forcustomers to invoke the guarantee
(& !(& !