tailieunhanh - Lecture Introduction to operations management - Chapter 5: Service process design

In this chapter we will discuss: Defining service, service-product bundle, service matrix, customer contact, service recovery and guarantees, globalization of services, employees and service. | Chapter 5, Service Process Design INTRODUCTION to Operations Management 5e, Schroeder Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter Outline Defining Service Service-Product Bundle Service Matrix Customer Contact Service Recovery and Guarantees Globalization of Services Employees and Service The Shift to Services Services in Europe “The Service Sector accounts for about 70 percent of the European economy.” Source: Wall Street Journal, 4 March 2005, p. A13 Defining Service Key Concepts Intangibility of the offering Simultaneous production and consumption No finished goods inventory Front office vs. back office Difficulty in defining and measuring quality and productivity Other differences between manufacturing and service (See Table ) Service-Product Bundles Tangible service (explicit service)—what the seller does for you. Psychological benefits (implicit service)—how you feel about it. Physical goods (facilitating goods)—what you can carry away. Comparison of Goods and Services (Figure ) 100% 75% 50% 25% 0% 100% 75% 50% 25% Self-service groceries Automobile Installed carpeting Fast-food restaurant Gourmet restaurant Auto maintenance Haircut Consulting services Goods Services SERVICE MATRIX (Figure ) Standard with options, using Moderately repeatable Sequence. Co-routed Stock brokerage Provider Routed ATM Standardized with highly repeatable process sequence. Highly customized with unique process sequence. Customer Routed Estate planning Many process pathways, jumbled flows, complex work with many exceptions Moderate number of process pathways. Flexible flows with some dominant paths, moderate work complexity. Limited number of process pathways. Line flows, low complexity work. Operations Service System/Process Design Customer Wants and Needs in the Service Package Customer Contact Definition of “contact”—interaction between service provider and the customer. Customer Contact Matrix (see Fig. ) Low . | Chapter 5, Service Process Design INTRODUCTION to Operations Management 5e, Schroeder Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter Outline Defining Service Service-Product Bundle Service Matrix Customer Contact Service Recovery and Guarantees Globalization of Services Employees and Service The Shift to Services Services in Europe “The Service Sector accounts for about 70 percent of the European economy.” Source: Wall Street Journal, 4 March 2005, p. A13 Defining Service Key Concepts Intangibility of the offering Simultaneous production and consumption No finished goods inventory Front office vs. back office Difficulty in defining and measuring quality and productivity Other differences between manufacturing and service (See Table ) Service-Product Bundles Tangible service (explicit service)—what the seller does for you. Psychological benefits (implicit service)—how you feel about it. Physical goods (facilitating goods)—what you

• Quản trị kinh doanh
• Operations management
• Lecture Operations management
• Quản lý vận hành
• Process design
• Bài giảng Quản lý vận hành
• Service process design
• Process management
• Supply chain
• Scope of operations management
• Decision making
• Ebook Operations management
• Operations performance
• Operations strategy
• Fundamentals of operations management
• 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
• Competitive advantage
• 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