Macintyre / Parry / Angelis Service Design and Delivery

1. Auflage 2011
ISBN: 978-1-4419-8321-3
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 170 Seiten

Reihe: Service Science: Research and Innovations in the Service Economy

Service Design and Delivery provides a comprehensive overview of the increasingly important role played by the service industry. Focusing on the development of different processes employed by service organizations, the book emphasizes management of service in relation to products. It not only explores the complexity of this relationship, but also introduces strategies used in the design and management of service across various sectors, highlighting where tools, techniques and processes applicable to one sector may prove useful in another. The implementation methods introduced in the book also illustrate how and why companies can transform themselves into service organizations. While the book is primarily intended as a text for advanced-level courses in service design and delivery, it also contains theoretical and practical knowledge beneficial to both practitioners in the service sector and those in manufacturing contemplating moving towards service delivery.

Autoren/Hrsg.

Macintyre, Mairi

Parry, Glenn

Angelis, Jannis

Inhaltsverzeichnis

1;Foreword;6
2;About the Editors;8
3;Acknowledgements;10
4;Contents;12
5;Contributors;14
6;Service Perspectives;16
7;Chapter 1: Understanding Services and the Customer Response;24
7.1;1.1 Products and Services;24
7.2;1.2 Scripted vs Customisable Customer Experiences;26
7.3;1.3 Why Does This Matter?;28
7.4;1.4 How Scripted? How Customisable?;28
7.5;1.5 Customer Experience: It’s All About Eliciting Emotions;30
7.5.1;1.5.1 What Is the Ultimate Goal of Any Service or Product?;30
7.5.2;1.5.2 But What Exactly Is a ‘Favourable Customer Experience’?;30
7.6;1.6 The Importance of Emotions to ServiceDesign and Delivery;31
7.7;1.7 Service Design and Delivery: Putting It All Together;34
7.8;References;40
8;Chapter 2: Goods, Products and Services;42
8.1;2.1 Introduction;42
8.2;2.2 Goods;42
8.3;2.3 Services;43
8.4;2.4 Intangible, Heterogeneous, Inseparable & Perishable (IHIP) Characteristics;43
8.4.1;2.4.1 Intangible;44
8.4.2;2.4.2 Heterogeneous;44
8.4.3;2.4.3 Inseparable;45
8.4.4;2.4.4 Perishable;45
8.5;2.5 Experience;46
8.6;2.6 Quality;46
8.7;2.7 Tradability;47
8.8;2.8 A Change of Condition;47
8.9;2.9 Goods and Services, or Is It All Service?;48
8.10;2.10 What Are Products/Goods and Services?;49
8.11;References;51
9;Chapter 3: The IBM Story;53
9.1;3.1 The IBM Story Until 1990;53
9.2;3.2 A Crisis of Confidence 1990–1993;55
9.3;3.3 Recovery and Restatement 1994–2001;56
9.4;3.4 A New Strategy?;56
9.5;3.5 Moving into the Twenty-First Century;59
9.6;3.6 Looking to the Future;60
9.7;3.7 Summary;61
9.8;Reference;62
10;Chapter 4: Rethinking Lean Service;63
10.1;4.1 Introduction;63
10.2;4.2 From Manufacturing to Operations Management;64
10.3;4.3 Industrialised, Standardised Service;64
10.4;4.4 The ‘Core Paradigm’ of Current Service Management;65
10.5;4.5 The Emergence and Codification of ‘Lean’;67
10.6;4.6 But Is Service the Same as Manufacturing?;68
10.7;4.7 ‘Lean’ Arrives in Service Organisations;69
10.8;4.8 Back to the Beginning;71
10.9;4.9 Understanding Service Organisations;73
10.10;4.10 Value and Failure Demand;74
10.11;4.11 The Better Alternative;77
10.12;4.12 Counter-Intuitive Truths;78
10.13;4.13 Change as Emergent, Not Planned;79
10.14;4.14 Ohno Said: Do Not Codify Method;80
10.15;References;80
11;Chapter 5: Designing Competitive Service Models;83
11.1;5.1 The Story;83
11.1.1;5.1.1 ICI Explosives UK;83
11.1.1.1;5.1.1.1 The Slurry Era;84
11.1.1.2;5.1.1.2 The Emulsion Era;85
11.1.1.3;5.1.1.3 The Blasting Service Era: From Supplying Explosives to Providing Rock on the Ground;86
11.2;5.2 The Theory;88
11.2.1;5.2.1 Value Proposition;88
11.2.2;5.2.2 The Value Matrix;89
11.2.3;5.2.3 Transformations Path of the ICI Explosive Business: In Search of New Value Propositions;91
11.2.3.1;5.2.3.1 The First Change Trigger;91
11.2.3.2;5.2.3.2 The Second Change Trigger;93
11.2.3.3;5.2.3.3 The Third Change Trigger;93
11.2.3.4;5.2.3.4 Mapping the Value Propositions into the Value Matrix;93
11.2.3.4.1;From Innovators to Price Minimisers;97
11.2.3.4.2;From Price Minimisers to Process Simplifiers;98
11.2.3.4.3;From Process Simplifiers to Technological Integrators;98
11.2.4;5.2.4 Value-in-Use;99
11.2.4.1;5.2.4.1 Understanding Customer Value-in-Use;99
11.2.5;5.2.5 The Strategic Value Creation Road Map;101
11.3;5.3 Conclusions;102
11.4;References;102
12;Chapter 6: Shifting from Production to Service to Experience-Based Operations;104
12.1;6.1 From Production to Service …;104
12.2;6.2 … to Experiences;106
12.3;6.3 Implication for Business Models;107
12.4;6.4 Implication for Operations and Management;109
12.5;6.5 Conclusion;113
12.6;References;114
13;Chapter 7: Complex Deployed Responsive Service;116
13.1;7.1 Introduction;116
13.1.1;7.1.1 The RAC;116
13.1.1.1;7.1.1.1 The Business;117
13.1.1.2;7.1.1.2 Providing Geographic Coverage;117
13.1.1.3;7.1.1.3 Responding to Customers;118
13.1.1.4;7.1.1.4 Customer Demand;119
13.1.1.5;7.1.1.5 Meeting Customer Demand;119
13.1.2;7.1.2 NHS: Ambulance Service;120
13.1.2.1;7.1.2.1 The Service;120
13.1.2.2;7.1.2.2 Providing Geographic Coverage;121
13.1.2.3;7.1.2.3 Responding to Customers;122
13.1.2.4;7.1.2.4 Customer Demand;123
13.1.2.5;7.1.2.5 Meeting Customer Demand;124
13.1.3;7.1.3 Dowty Propellers Field Service Support;125
13.1.3.1;7.1.3.1 The Field Service Repair Business;126
13.1.3.2;7.1.3.2 Providing Geographic Coverage;126
13.1.3.3;7.1.3.3 Responding to Customers;127
13.1.3.4;7.1.3.4 Customer Demand;128
13.1.3.5;7.1.3.5 Meeting Customer Demand;128
13.1.3.6;7.1.3.6 Service Management;129
13.1.3.7;7.1.3.7 Managing Geographic Coverage;129
13.1.3.8;7.1.3.8 Managing Customer Contact;130
13.1.3.9;7.1.3.9 Managing Variable Demand;131
13.2;7.2 Theoretical Perspectives;131
13.2.1;7.2.1 Social and Mechanical Repair;131
13.2.2;7.2.2 Implications of Flexible Capacity;132
13.2.3;7.2.3 Complexity;134
13.3;References;137
14;Chapter 8: A Multi-organisational Approach to Service Delivery;139
14.1;8.1 Introduction;139
14.2;8.2 Key Drivers for Multi-organisational Service Enterprises;139
14.2.1;8.2.1 Multi-organisational Solutions for Service Delivery;141
14.3;8.3 Moving Beyond Single ‘Service Provider’ Boundaries;142
14.4;8.4 Beyond Provider Organisations to Greater ‘Customer Involvement’ in Service Delivery;145
14.5;8.5 Case Study: A Complex Multi-organisational Service Enterprise in Action;148
14.5.1;ATTAC: Supporting Tornado Availability;148
14.6;8.6 What Are the Challenges in a Multi-organisational Approach to Service Delivery?;150
14.6.1;8.6.1 Risks Encountered;150
14.6.2;8.6.2 Potential Obstacles;150
14.6.3;8.6.3 The Need for Enterprise Level Management;151
14.6.4;8.6.4 Managing Multiple Values and Communication;151
14.7;8.7 Conclusions;152
14.8;References;152
15;Chapter 9: Through Life Costing;155
15.1;9.1 Introduction;155
15.1.1;9.1.1 Example: How to Provide an Armoured Vehicle for Soldiers;156
15.2;9.2 Industrial Context: Defence and Aerospace;158
15.3;9.3 Definition and Terminology of Through Life Costing;159
15.4;9.4 Cost Modelling Research and Commercial Tools;160
15.4.1;9.4.1 Research on Cost Modelling;161
15.4.2;9.4.2 Commercial Cost Estimation Systems;162
15.5;9.5 Acquisition Cycle: Low Volume, Long-life, High Value Products;164
15.6;9.6 CADMID;167
15.7;9.7 How Do You Model This Uncertainty?;169
15.8;9.8 Conclusions;169
15.9;References;169
16;Chapter 10: The Practitioner View;172
16.1;10.1 Creating the Message;172
16.2;10.2 Leadership During Service Transformation;174
16.2.1;10.2.1 Provide the Vision;174
16.2.2;10.2.2 Make Sure You Are Visible;175
16.2.3;10.2.3 Focus on the Priorities;175
16.2.4;10.2.4 Communicate;175
16.2.5;10.2.5 Empower;176
16.3;10.3 The Essential Tools for Transformation;176
16.4;10.4 Engaging Teams for a Transition;177
16.4.1;10.4.1 Team Composition;178
16.4.2;10.4.2 Clarity of Purpose;178
16.4.3;10.4.3 Creating the Environment for Change;179
16.4.4;10.4.4 It’s About the Process Not the People;179
16.4.5;10.4.5 Create the Desire for Change;179
16.4.6;10.4.6 Applying a Structured Approach;180
16.5;10.5 Project Management and Delivery for Service Industries;181
16.5.1;10.5.1 Specifying Requirements;181
16.5.2;10.5.2 Definition of Design and Delivery Method;182
16.5.3;10.5.3 Business Process;182
16.5.4;10.5.4 Organisation;182
16.5.5;10.5.5 Constraints Planning;183
16.5.6;10.5.6 Risk Identification and Planning;183
16.5.7;10.5.7 Action and Implementation;184
17;Chapter 11: Are You Being Served?;186