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Service Science: Analysis and Improvement of Business Processes [Minkštas viršelis]

  • Formatas: Paperback / softback, 218 pages, aukštis x plotis: 229x152 mm, weight: 326 g, 5 Tables, black and white; 32 Line drawings, black and white
  • Išleidimo metai: 04-Aug-2020
  • Leidėjas: Routledge
  • ISBN-10: 0367336030
  • ISBN-13: 9780367336035
Kitos knygos pagal šią temą:
Service Science: Analysis and Improvement of Business ProcessesDidesnis paveikslėlis
  • Formatas: Paperback / softback, 218 pages, aukštis x plotis: 229x152 mm, weight: 326 g, 5 Tables, black and white; 32 Line drawings, black and white
  • Išleidimo metai: 04-Aug-2020
  • Leidėjas: Routledge
  • ISBN-10: 0367336030
  • ISBN-13: 9780367336035
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9780367336035.html
Raktažodžiai:
"To remain relevant in today's world, practitioners should presume that they have two jobs: first, to do their work effectively so that they provide value to the organization; second, to improve how the work is done so that their organization remains competitive. This book offers clear guidance to excel at this ubiquitous second job. Informed by an appreciation that most personnel that work in any firm, even firms that are manufacturing-oriented, routinely provide services as a key element of their jobs,this book explains how to provide and improve internal customer service, regardless of industry or role. It illustrates the common features, or service process 'DNA,' while providing a diverse set of examples to enhance understanding. Written by a pioneer in the development of principles and methodologies that address services in a structured and distinctive manner, this book stresses that service processes are distinctly different from manufacturing processes. Rigorous and practical, this book will appeal to students and professionals alike, in business, hospitality, industrial management, public health, and other fields. Online resources include Excel files that act as templates to help with quantitative analysis routines"--

To remain relevant in today’s world, practitioners should presume that they have two jobs: first, to do their work effectively so that they provide value to the organization; second, to improve how the work is done so that their organization remains competitive. This book offers clear guidance to excel at this ubiquitous second job.

Informed by an appreciation that most personnel that work in any firm, even firms that are manufacturing-oriented, routinely provide services as a key element of their jobs, this book explains how to provide and improve internal customer service, regardless of industry or role. It illustrates the common features, or service process "DNA," while providing a diverse set of examples to enhance understanding. Written by a pioneer in the development of principles and methodologies that address services in a structured and distinctive manner, this book stresses that service processes are distinctly different from manufacturing processes.

Rigorous and practical, this book will appeal to students and professionals alike, in business, hospitality, industrial management, public health, and other fields.

Online resources include Excel files that act as templates to help with quantitative analysis routines.

List of Figures
xiv
List of Tables
xvi
Preface xvii
Acknowledgements xx
1 Service Science
1(14)
Service Science Foundations
1(2)
Manufacturing Vs. Service
2(1)
Service Science Practitioners
3(1)
Evolution of Business Process Management
4(2)
Structure of the Book
6(7)
Define Value from the Customer's Perspective (Chapter 3)
7(1)
Create a Business Process Map (Chapter 4)
8(1)
Remove Waste from the Process (Chapter 5)
8(1)
Create Customer's Consumption Map (Chapter 6)
9(1)
Add Value for Customers (Chapter 7)
9(1)
Determine Capacity Levels (Chapter 8)
10(1)
Calculate Capacity Buffers (Chapter 9)
10(1)
Create Performance Metrics (Chapter 10)
11(1)
Statistically Monitor Performance (Chapter 11)
11(1)
Improve the Process (Chapter 12)
12(1)
Supporting Infrastructure (Chapter 13)
12(1)
Outsourcing Opportunities and Risks (Chapter 14)
13(1)
Summary & Key Takeaways
13(1)
Discussion Questions
14(1)
References
14(1)
2 The Business Process
15(18)
Business Process Definition
15(3)
Business Process Example: Jet Engine Manufacturer
16(1)
Business Process Transformations
17(1)
Service Process Description
18(4)
Differences in Manufacturing Processes
20(1)
Service Process Classifications
21(1)
Challenges of Service Process Management
22(5)
Prevalence of Information as a Key Flow Unit
23(1)
Process Flows that Cross Functional Boundaries
23(2)
Activity Duration Variability
25(1)
Hidden Costs and Benefits
26(1)
Example: Monthly Accounting Reports
26(1)
Illustrative Simulation
27(3)
Mortgage Application System
27(2)
Simulated System Output
29(1)
Summary & Key Takeaways
30(1)
Discussion Questions
31(1)
Reference
32(1)
3 Defining Value
33(12)
Typical Problems in a Business Process
33(4)
Financial Audit Process
34(1)
IT Change Request Process
35(1)
Price Quoting Process
36(1)
Blood Testing Process
36(1)
Definition of Value
37(4)
Financial Audit Process
38(1)
IT Change Request Process
39(1)
Price Quoting Process
40(1)
Blood Testing Process
40(1)
Determination of Performance Dimensions
41(2)
Customer Comments & Surveys
41(1)
Critical Incident Approach
42(1)
Summary & Key Takeaways
43(1)
Discussion Questions
44(1)
References
44(1)
4 Process Mapping & Analysis
45(19)
Process Mapping
45(1)
Process Map Development
46(10)
Identification of Waste
47(2)
Financial Audit Process
49(2)
IT Change Request Process
51(2)
Price Quoting Process
53(1)
Blood Testing Process
53(3)
Data Collection & Analysis
56(6)
Check Sheets
56(2)
Cause-and-effect (Fishbone) Diagrams
58(1)
Pareto Charts
58(2)
Histograms
60(1)
Scatterplots
60(2)
Summary & Key Takeaways
62(1)
Discussion Questions
63(1)
References
63(1)
5 Waste Removal
64(13)
The Five Whys and Finding Root Cause
64(3)
Financial Audit Process
65(1)
IT Change Request Process
66(1)
Price Quoting Process
66(1)
Blood Testing Process
66(1)
Waste Removal: Achieving BCF by Being Smarter
67(3)
Learning from Similar Processes
68(1)
Lessons from Manufacturing
69(1)
Using Lean Methods
70(1)
Standard Work
70(1)
Standard Work for the IT Change Request Process
70(1)
The 5S Method
71(1)
5S for the Financial Audit Process
71(1)
Poka-yoke
72(1)
Poka-yoke for the Price Quoting Process
73(1)
Visual Controls
73(1)
Visual Controls in the Blood Testing Process
74(1)
Summary & Key Takeaways
74(1)
Discussion Questions
75(1)
References
75(2)
6 Consumption Mapping
77(15)
Service Providers & Customers
77(2)
The Customer Experience
79(2)
Consumption Mapping
81(7)
Financial Audit Consumption Map
82(1)
IT Change Request Consumption Map
82(3)
Price Quoting Consumption Map
85(1)
Blood Testing Consumption Map
85(3)
Consumption Analysis
88(2)
Solve the Customer's Problem Completely
88(1)
Solve the Customer's Problem Quickly
89(1)
Don't Frustrate or Confuse the Customer
89(1)
Summary & Key Takeaways
90(1)
Discussion Questions
91(1)
References
91(1)
7 Adding Value
92(11)
Adding Value
92(1)
Adding Value Using Lean Methods
93(3)
Financial Audit Process
94(1)
IT Change Request Process
94(1)
Price Quoting Process
95(1)
Blood Testing Process
95(1)
Adding Value by Innovation
96(4)
Random Word Approach
97(2)
Required Innovation Infrastructure
99(1)
Application of Self Service
100(1)
Summary & Key Takeaways
101(1)
Discussion Questions
102(1)
References
102(1)
8 Determining Capacity Levels
103(16)
Business Process Capacity Planning
103(11)
Example: Audit Department
104(1)
Dealing with Uncertainty
105(1)
Key Definitions
105(1)
Capacity Buffering
106(2)
Calculating Resource Utilization
108(4)
Workforce Scheduling
112(1)
Workforce Scheduling for Contact Center
113(1)
Managing Customer Expectations
114(3)
Occupy Customers
115(1)
Reduce Anxiety & Exude Fairness
116(1)
Keep Customers Informed
116(1)
Summary & Key Takeaways
117(1)
Problems Set
117(1)
References
118(1)
9 Modeling Business Process Queues
119(16)
A Queuing System and its Analysis
119(3)
Measures of Effectiveness
121(1)
Quantifying Uncertainty
122(2)
Arrival Uncertainty
122(1)
Service Time Uncertainty
123(1)
The M/M/s Queuing Model
124(9)
Comprehensive Example
127(3)
Standard Capacity Buffer Levels
130(2)
The Impact of Reducing Waste
132(1)
Summary & Key Takeaways
133(1)
Problems Set
133(1)
Reference
134(1)
10 Measuring Business Process Performance
135(14)
Determining Performance Metrics
135(4)
Financial Audit Process Metrics
136(1)
IT Change Approval Process Metrics
137(1)
Price Quoting Process Metrics
137(1)
Blood Testing Process Metrics
138(1)
Turnbacks, Mistakes, Close Calls, and Complaints
139(1)
Theory of Mistakes
140(3)
Skill-based Mistakes
141(1)
Rule-based Mistakes
141(1)
Knowledge-based Mistakes
142(1)
Swiss Cheese Analogy
142(1)
Customer Satisfaction Surveys
143(4)
Satisfaction Survey Design
144(1)
Integrated Performance Management
145(2)
Summary & Key Takeaways
147(1)
Discussion Questions
148(1)
References
148(1)
11 Statistical Monitoring of Performance
149(17)
Variation
149(2)
The Denting Philosophy
151(3)
Process Thinking
152(1)
Implementing Process Thinking
153(1)
Analysing Process Stability
154(5)
Proportion (P) Charts
154(2)
Interpretation Rules
156(2)
Note on Analysing Satisfaction Surveys
158(1)
Analysing Process Capability
159(5)
Example PCA
162(2)
Summary & Key Takeaways
164(1)
Discussion Questions & Problems Set
165(1)
References
165(1)
12 Business Process Improvement
166(13)
Process Improvement
166(1)
Six Sigma & DMAIC
167(2)
Lean & Kaizen
169(1)
Lean Six Sigma Process Improvement System
170(7)
Project Initiation
171(2)
Project Execution
173(1)
Define -- Create Problem Statement and Customer Value Definition (Chapters 2--3)
173(1)
Measure -- Create a Process or Consumption Map and Collect Associated Data (Chapters 4, 6, and 11)
174(1)
Analyse -- Identify Problems and Significant Waste (Chapters 4 & 6)
174(1)
Improve -- Find Ways to Eliminate Waste and/or Add Value (Chapters 5 & 7)
175(1)
Control -- Develop Implementation and Follow-Up Plan (Chapters 10--11)
176(1)
Project Communication
177(1)
Summary & Key Takeaways
177(1)
Discussion Questions
178(1)
References
178(1)
13 Supporting Infrastructure for Process Improvement
179(12)
Process Improvement Is Easy ... and Difficult
179(5)
Silo Mentality's Impact on a Price Quoting System
180(1)
Respect for People
180(2)
The Corporate Structure Dilemma
182(1)
Unions
183(1)
Organizational Infrastructure Recommendations
184(5)
Develop a Sound, Consistent, and Robust Methodology
185(1)
Build Trust by Removing Fear
186(1)
Initiate Long Term Cultural Change
187(1)
Publicize the Program to All Stakeholders
188(1)
Summary & Key Takeaways
189(1)
Discussion Questions
190(1)
References
190(1)
14 Business Process Outsourcing
191(12)
Business Process Outsourcing
191(1)
Business Process Offshoring
192(9)
Offshoring Quality
193(1)
Risk Identification
194(2)
Risk Assessment
196(1)
Failure Modes and Effects Analysis
197(1)
Risk Avoidance & Mitigation
198(1)
Impact of International Cultures
199(2)
Summary & Key Takeaways
201(1)
Discussion Questions
201(1)
References
202(1)
Appendix 203(2)
Glossary 205(7)
Supplemental Reading 212(2)
Index 214
John Maleyeff is an educator, practitioner, and researcher who specializes in how organizations analyze, optimize, and improve the delivery of goods and services. He is currently Associate Professor of the Practice at Metropolitan College at Boston University, USA, where he teaches courses in business process analysis, supply chain management, and quality assurance.