Operational Excellence - van Assenvanassen.info/wp-content/uploads/Module-3-Services...Definition of...
Transcript of Operational Excellence - van Assenvanassen.info/wp-content/uploads/Module-3-Services...Definition of...
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Operational Excellence Services Operations Management
De wet van Etorre: Hoe langer je in de rij staat, des te
groter de kans dat je in de verkeerde rij staat.
www.vanassen.info
Definition of services (Van Looy, Gemmel & van Dierdonck, 2003).
A service …
• is an activity (or a process, a series of activities)
• of a more or less intangible nature
• that normally (but not necessarily) take place in
interactions between customer and service
employees (and/or physical goods and/or systems)
of the service provider,
• which are provided as solutions to customer
problems/needs
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Service = Experience + Outcomes • The customer co-jointly produces (part of) the service with the service-
employees.
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Experience Outcomes i.e.
•Benefits
•Emotions
•Judgments
• (incl value)
•Intentions
Service product
Input •Time
•Materials
•Staff
•Customers
•Facilities
•Cost
Service = Experience + Outcomes
• Aspects of customer experience include:
1)The degree of personal interaction
2)The responsiveness of the service organization
3)The flexibility of the service employees (in the front office)
4)Customer intimacy !
5)The ease of access to service personnel or information systems
6)The extent to which customers feels valued by the organisation
7)The courtesy and competence of customer-facing staff
8)Interaction with other customers
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Experience Outcomes i.e
•Benefits
•Emotions
•Judgments
• (incl value)
•Intentions
Service product
Input •Time
•Materials
•Staff
•Customers
•Facilities
•Cost
Characteristics: service physics
• Coproduction of the customer in the service delivery
process.
• Implication: the service may vary services are highly heterogeneous
services are difficult to standardize
• The immaterial (tacit) output of the process • Services are limited perishable and time-bounded
• Services are produced and/or delivered on the ‘Moment of Truth’
no inventory of services
• The immediate/direct contact between supplier and
customer. • The customer is also supplier of materials and/or information
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Customer-introduced variability in service systems
• Arrival variability: customers don’t arrive uniformly and
don’t place demands on a service system uniformly
• Request variability: this is the variability within a service
arrival. • E.g., customers arrive at a bank in a variable manner, but also
have different numbers of transactions
• Capability variability: not all customers have the same
skill level. Some require much more guidance than
others.
• Effort variability: variation in effort that a customer
makes to complete the transaction
• Subjective preference variability: variation in customer
opinion about the services
Verschillen productieomgeving en service omgevingen
• Het identificeren van defecten en verspilling is minder eenvoudig in
service omgevingen • Hierdoor is het lastiger om verbeterrichting en verbeterpotentieel aan te geven
• Eindproduct is minder tastbaar – vaak gaat het om informatie, geld of
een ervaring
• Het proces is minder zichtbaar – het gaat niet om een fysieke
productielijn van tasbare goederen, maar in min-of-meer virtuele
processen met behulp van workstations (PCs) – met een druk op de
enter-knop is informatie ‘verdwenen’
• Verspilling en defecten zijn minder zichtbaar – hoe kun je verspilling
visueel te identificeren in een call-center?
• De afstand tussen oorzaak van een defect (root-cause) en plaats van
ontdekking (gevolg) is vaak groter dan in een productieomgeving (zowel
afstand als tijd). • De interne klant-leverancier relatie is minder goed zichtbaar
• Informatie over/voor KPI’s is niet eenvoudig/real-time beschikbaar
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Service quality Expectation, perception and satisfaction
• Because of the co-production of the service, the quality of a service
depends on the (behavior of the) service-employee and the customer. • Technical quality (related to what is actually delivered, conformance to
specification) – its unprejudiced and objective
• Functional quality (related to the process, how it is delivered).
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Expectation
The
delivery of
the service
Perception Satisfaction
mismatch
Gap 1 Gap 2
Gap 1 . Gap 2
Internal cause • Not really knowing what the customer
expects and what the customer wants
• Bad design of the service
• Insufficient resources / capacity
• Incorrect delivery of the service
External cause • Inappropriate expectations of the
service experience and/or outcome/
• Incorrect perception of the service
experience and/or outcome
Word-of-mouth
Mood of the customer
Marketing
Price
Available alternatives
Past experiences
Beliefs
Gap 1 . Gap 2
Internal cause • Not really knowing what the customer
expects and what the customer wants
• Bad design of the service
• Insufficient resources / capacity
• Incorrect delivery of the service
External cause • Inappropriate expectations of the
service experience and/or outcome/
• Incorrect perception of the service
experience and/or outcome
Figure 2.2 The service concept – two perspectives
The service concept
Figure 2.3 The marketing concept
The service concept
Figure 2.6 Developing the service concept
The service concept
Figure 2.7 Focused operations for a narrow market
The service concept
Figure 2.8 Focused operations for a wide market
The service concept
Figure 2.9 Unfocused operations for a narrow market
The service concept
Figure 2.11 Four service concepts Adapted from Johnston (1996).9 Reprinted by permission of Taylor & Francis, www.tandf.co.uk/journals
Figure 2.14 Achieving focus by splitting the business
McDonalds
Employee
satisfaction
Employee
attraction
Customer
satisfaction
Customer
loyalty
Performance
Leadership
Vision
Concept
People
&
Culture
Strategy
Process
Planning &
coordination
Information
&
technology
Service
Delivery
The links in the Service profit chain Drivers network
Results network
Service concept & leiderschap
Figure 6.12 Walk-through audit of an electrical store
Zone of tolerance
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Customer dissatisfaction
Zone of toleranceCustomer
delight
Lower end Upper end
The ’ zone of tolerance’ represents the range of service delivery that the customer finds satisfactory
Factors that determine satisfaction
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Potential to
dissatisfy
Potential to delight Low
Low
High
High
Qualifying
primary factors
Critical factors
Neutral
factors
Enhancing
factors
Potentie voor verrukking Laag Hoog
Primary factors:
- Availability
- Reliability
- Integrity
- Functionality
- Security
Critical factors:
- Responsiveness
- Communication
- Competence
Neutral factors:
- Comfort
- Aesthetics
Enhancing factors:
-Attentiveness
- Care
- Friendliness
- Courtesy
- Flexibility
Zone of tolerance
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Customer dissatisfaction
Zone of toleranceCustomer
delight
Lower end Upper end
The ’ zone of tolerance’ represents the range of service delivery that the customer finds satisfactory
1
2
3
4
5
Zone of tolerance
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Customer dissatisfaction
Zone of toleranceCustomer
delight
Lower end Upper end
The ’ zone of tolerance’ represents the range of service delivery that the customer finds satisfactory
1
3
4
5
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Use enhancers to
delight customers
Zone of tolerance
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Customer dissatisfaction
Zone of toleranceCustomer
delight
Lower end Upper end
The ’ zone of tolerance’ represents the range of service delivery that the customer finds satisfactory
1
2
3
4
5
Zone of tolerance
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Customer dissatisfaction
Zone of toleranceCustomer
delight
Lower end Upper end
The ’ zone of tolerance’ represents the range of service delivery that the customer finds satisfactory
1
2
3
4
5
Use enhancers to
compensate for
failures
OpX: ondergrens opzoeken?
The psychology and managerial consequences of waiting
• Not only does dissatisfaction with the wait increase with waiting
time, but also dissatisfaction with the service as a whole. • Given that perceived waiting time is usually greater than actual waiting
time, it is wise to reduce perceived waiting time, which can also be a great
deal cheaper than employing more service-employees
1. Unoccupied time feels longer than occupied time
2. Pre-process waits feel longer than in-process waits
3. Anxiety makes the wait seem longer
4. Uncertain waits are longer than known, finite waits
5. Unexplained waits seem longer than explained waits
6. Unfair waits are longer than equitable waits
7. The more valuable the service, the longer customers will wait
8. Solo waiting feels longer than group waiting
9. Uncomfortable waits feel longer than comfortable waits
10.New or infrequent users feel they wait longer than frequent users
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Avoiding customers to become terrorists
Corollary?
• More source of variability
• More subjective /biased
• More difficult to quantify
• More difficult to control with traditional OpEx-
techniques
• You don’t want to do everyting for every customer
RRS-model
De classificatie van Bicheno: herhaalbaarheid versus frequentie klantcontact
De classificatie van Bicheno: herhaalbaarheid versus frequentie klantcontact
LEAN AGILE
HNW HNW
Classificatie van Johnston & Clark Process variety versus volume 4 types of service processes
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Zie ook tabel 1.3 page 25
Process
variety
Volume Low
Low
High
High
Capability Complexity
Simplicity Commodity
Effective service processes are on the diagonal
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Zie ook tabel 1.3 page 25
Process
variety
Volume Low
Low
High
High
Capability Complexity
Simplicity Commodity
Figure 6.6 Depicting different surgery processes
Profile of the processes
Capability processes Commodity processes
High process variability Low process variability
Low volume of customer
transactions
High volume of customer
transactions
Focus on capability, flexibility, and
providing customer solutions
Focus on quality, consistency,
availability and efficiency
Customer transactions are lengthy
and unpredictable in length and
volume
Customer transactions are short,
standard in content and variability
Process flows are unpredictable –
designed to meet individual
customer requirements
Rigid processes, with opportunity
for automation to reduce cost and
variability
Process capability primarily based
on individual skills and knowledge
Process capability based on careful
design of processes and resources,
minimizing reliance on individuals
Flexible people and control systems People and systems dedicated to a
narrow range of tasks
Customer-facing employees is
designer and deliverer
Customer-facing employees is part
deliverer, order taker and complaint
handler
Customer is often a key member of
the service team and a significant
resource
Customer is primarily order giver;
may be a resource for the final
delivery process
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Process 1 Process 2
Vier typen diensten.
Standaardproductie, ofwel commodity transactie
• duidt op een commodity back-office dienstverleningsproces, een type dienstverlening
met weinig (product) variabiliteit, hoge frequentie, hoge volumes en lage
klantbetrokkenheid in het proces. In dit type dienstverlening wordt een standaard
dienst geleverd zonder grote betrokkenheid van de klant. Qua RRS-model (zie Kader
11) bestaat het dienstverleningsproces vrijwel uitsluitend uit runner activiteiten.
Kenmerkend voor deze dienstenprocessen zijn uniformiteit, standaardisatie en een
relatief smal service-aanbod waarbij lage kosten, consistente kwaliteit en hoge
betrouwbaarheid centraal staan. Flexibiliteit is nauwelijks een issue, omdat
uitzonderingen worden geweigerd. Met betrekking tot Operational Excellence is dit
type dienstverlening vergelijkaar met massaproductie. Elimineren van variabiliteit
staat centraal; bijna nauwelijke buffers nodig zijn om variabiliteit op te vangen. Een
voorbeeld van dit type dienst is het afronden van een hypotheekofferte via een
website.
Standaard co-productie, ofwel commodity interactie
• Duidt op een commodity front-office dienstverlening is een type dienstverlening met
weinig (product) variabiliteit, hoge frequentie, hoge volumes en hoge
klantbetrokkenheid in het proces. Het gaat hierbij welsiwaar om gestandaardiseerde
dienstverleningsprocessen die vooral worden geproduceerd in de zogenaamde front-
office. Er wordt samen met de klant een standaard dienst geleverd, bijvoorbeeld het
balieproces bij een fast-food restaurant of de McDrive. Qua RRS-model (zie Kader
11) bestaat het dienstverleningsproces vrijwel uitsluitend uit runner- en repeater-
activiteiten, maar heel soms treed teen stranger-activiteit op. Deze
dienstverleningsprocessen zijn ook gekenmerkt door uniformiteit, standaardisatie en
een relatief smal service-aanbod waarbij lage kosten, consistente kwaliteit en hoge
betrouwbaarheid centraal staan. Voorkomen van uitzonderingen (reductie van
klantintroduceerde variabiliteit via marketingcommunicatie (informeren) en het
opleiden en helpen van de klant staat central); enige flexibiliteiten capaciteitsbuffers
nodig om variabiliteit op te vangen. Hoewel getracht wordt om uitzonderingen te
elimineren, is enige mate van flexibiliteit nodig om de klant tevreden te houden.
Maatwerk productie, ofwel capability transactie
• Duidt op capability back-office dienstverlening is een type dienstverlening met
behoorlijke (product) variabiliteit, hoge frequentie, lage volumes en lage
klantbetrokkenheid in het proces, zoals geavanceerde chirurgie waarbij de klant zelf
geen handelingen verricht in het maakproces. Qua RRS-model bestaat het
dienstverleningsproces vrijwel uitsluitend uit stranger- en repeater-activiteiten. Alleen
bij ‘oplevering’ wordt de kwaliteit van de dienst beoordeeld. Standaardisatie van
geavanceerde skills en vaardigheden van de specialistische dienstverlener is van
belang om complexere en gevarieerde diensten te produceren. Flexibiliteit als gevolg
van multi-skills en technologie staat centraal; Meestal is het erg kostbaar om te
bufferen met capaciteit.
Maatwerk co-productie, ofwel capability interactie
• Duidt op capability front-office dienstverlening is een
type dienstverlening met veel (product) variabiliteit,
hoge frequentie, hoge klantbetrokkenheid en lage
volumes in het proces. Flexibiliteit is essentieel om
variatie en onzekerheid op te vangen. Qua RRS-
model bestaat het dienstverleningsproces vrijwel
uitsluitend uit stranger- en repeater-activiteiten. Het
opvangen en adapteren van variabiliteit door
flexibiliteit en capaciteitsbuffers staat centraal.
Assignments of the workgroups during this day
• Analysis and redesign of your real-life process
1. Discuss each other ‘problem process’ with the help of internal and external developments regarding that process
2. Map the process on brown paper c) Describe the process with the help of the process mapping method d) Analyze the process (use real life data such as times, variances, TBV’s,
etc.) e) Analyze bottlenecks
3. Redesign the process on brown paper f) Generate possible solutions and rank them g) Choose and redesign the process accordingly
4. Evaluate this group-based analysis and redesign trajectory:
what was good about it and what went wrong?
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Service Blueprinting Service Blueprint componenten
Fysieke bewijs
klantacitiviteiten (Externe) Interactielijn
Op de buhne (zichtbare acties van servicemedewerkers)
Zichtbaarheidslijn
Achter de schermen (zichtbare acties van servicemedewerkers))
Interne interactielijn
Ondersteunende processen
2 1