tailieunhanh - Lecture Operations management for competitive advantage (11/e) - Chapter 7: Service process selection and design

The learning objectives for Chapter 7 include: The nature of services, service strategy: focus & advantage, service-system design matrix, service blueprinting, service fail-safing, characteristics of a well-designed service delivery system. | Service Process Selection and Design Chapter 7 The Nature of Services Service Strategy: Focus & Advantage Service-System Design Matrix Service Blueprinting Service Fail-safing Characteristics of a Well-Designed Service Delivery System OBJECTIVES 2 The Nature of Services 1. Everyone is an expert on services 2. Services are idiosyncratic 3. Quality of work is not quality of service 4. Most services contain a mix of tangible and intangible attributes 3 Service Generalizations (Continued) 5. High-contact services are experienced, whereas goods are consumed 6. Effective management of services requires an understanding of marketing and personnel, as well as operations 7. Services often take the form of cycles of encounters involving face-to-face, phone, Internet, electromechanical, and/or mail interactions 4 Service Businesses Facilities-based services: Where the customer must go to the service facility Field-based services: Where the production and consumption of the service takes place . | Service Process Selection and Design Chapter 7 The Nature of Services Service Strategy: Focus & Advantage Service-System Design Matrix Service Blueprinting Service Fail-safing Characteristics of a Well-Designed Service Delivery System OBJECTIVES 2 The Nature of Services 1. Everyone is an expert on services 2. Services are idiosyncratic 3. Quality of work is not quality of service 4. Most services contain a mix of tangible and intangible attributes 3 Service Generalizations (Continued) 5. High-contact services are experienced, whereas goods are consumed 6. Effective management of services requires an understanding of marketing and personnel, as well as operations 7. Services often take the form of cycles of encounters involving face-to-face, phone, Internet, electromechanical, and/or mail interactions 4 Service Businesses Facilities-based services: Where the customer must go to the service facility Field-based services: Where the production and consumption of the service takes place in the customer’s environment A service business is the management of organizations whose primary business requires interaction with the customer to produce the service 5 Internal Services Defined Internal Supplier Internal Supplier Internal Customer External Customer Internal services is the management of services required to support the activities of the larger organization. Services including data processing, accounting, etc 6 The Customer Centered View Exhibit The Customer The Service Strategy The People The Systems A philosophical view that suggests the organization exists to serve the customer, and the systems and the employees exist to facilitate the process of service. 7 Service Strategy: Focus and Advantage Performance Priorities Treatment of the customer Speed and convenience of service delivery Price Variety Quality of the tangible goods Unique skills that constitute the service offering 8 Service-System Design Matrix Exhibit Mail contact Face-to-face loose specs .

• Sáng kiến kinh nghiệm
• Operations management
• Competitive advantage
• Service process selection
• Service strategy
• Service system design matrix
• Service blueprinting
• Lecture Operations management
• Process management
• Supply chain
• Scope of operations management
• Decision making
• Ebook Operations management
• Operations performance
• Operations strategy
• Process design
• Fundamentals of operations management
• Quản lý vận hành
• Operations management strategy
• Transformation process
• Lean operations
• Lean system characteristics
• Lean systems
• Production operations management
• Production Management
• Lecture Production operations management
• Business strategy
• Objectives of inventory management
• Inventory management
• Operations consulting
• Business process reengineering
• Stages of operations consulting
• Operations consulting tool kit
• Aggregate sales
• Operations planning
• Operations planning activities
• Aggregate operations plan
• Management of quality
• Supply chain management
• Project management
• Project characteristics
• Supply chain management
• Inventory management
• Disadvantages of inventory
• Modern production