Operations Management For Competitive Advantage ninth edition 1

Size: px

Start display at page:

Download "Operations Management For Competitive Advantage ninth edition 1"

Kelly Ferguson
5 years ago
Views:

JACOBS Advantage Chapter 6 Product Design &

1 Operations Management For Competitive Advantage ninth edition 1 CHASE AQUILANO JACOBS Operations Management For Competitive Advantage Chapter 6 Product Design & Process ninth edition

2 Operations Management For Competitive Advantage ninth edition 2 Chapter 6 Product Design and process Selection Services Service Generalizations Service Strategy: Focus & Advantage Service-System Design Matrix Service Blueprinting Service Fail-safing Characteristics of a Well-Designed Service Delivery System

3 Operations Management For Competitive Advantage ninth edition 3 Service Generalizations 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.

4 Operations Management For Competitive Advantage ninth edition 4 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.

5 Operations Management For Competitive Advantage ninth edition 5 Service Businesses Facilities-based services Field-based services

6 Operations Management For Competitive Advantage ninth edition 6 Internal Services Internal Supplier Internal Customer External Customer Internal Supplier

7 Operations Management For Competitive Advantage ninth edition 7 The Service Triangle Exhibit Exhibit The Service Strategy The Customer The Systems The People

8 Operations Management For Competitive Advantage ninth edition 8 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

9 Operations Management For Competitive Advantage ninth edition 9 Service-System Design Matrix Exhibit Exhibit Degree of customer/server contact High Buffered core (none) Permeable system (some) Reactive system (much) Low Sales Opportunity Mail contact Internet & on-site technology Phone Contact Face-to-face tight specs Face-to-face loose specs Face-to-face total customization Production Efficiency Low High

10 Operations Management For Competitive Advantage ninth edition 10 Example of Service Blueprinting Standard execution time 2 minutes Total acceptable execution time 5 minutes 30 secs Clean shoes Seen by customer 45 secs Brush shoes 30 secs Apply polish Fail point Buff 45 secs Wrong color wax Collect payment 15 secs Materials (e.g., polish, cloth) Line of visibility Not seen by customer but necessary to performance Select and purchase supplies

11 Operations Management For Competitive Advantage ninth edition 11 Service Fail-safing Poka-Yokes (A Proactive Approach) Keeping a mistake from becoming a service defect. Task How can we failsafe the three Ts? Treatment Tangibles

12 Operations Management For Competitive Advantage ninth edition 12 Have we compromised one of the 3 Ts?

13 Operations Management For Competitive Advantage ninth edition 13 Three Contrasting Service Designs The production line approach The self-service approach The personal attention approach

14 Operations Management For Competitive Advantage ninth edition 14 Characteristics of a Well-Designed Service System 1. Each element of the service system is consistent with the operating focus of the firm. 2. It is user-friendly. 3. It is robust. 4. It is structured so that consistent performance by its people and systems is easily maintained.

15 Operations Management For Competitive Advantage ninth edition 15 Characteristics of a Well-Designed Service System (Continued) 5. It provides effective links between the back office and the front office so that nothing falls between the cracks. 6. It manages the evidence of service quality in such a way that customers see the value of the service provided. 7. It is cost-effective.

Members & Firms

Members & Firms 2016-2017 PAGE l 43 Members & Firms 2016-2017 PAGE l 44 Members & Firms 2016-2017 PAGE l 45 Members & Firms 2016-2017 PAGE l 46 Members & Firms 2016-2017 PAGE l 47 Members & Firms 2016-2017