- The independent work written by Rajabova Munira ,a student of the 222 the groupof Practical-psychology. Urgench State UniverstyFacultyof pedogog in English.
Service Operations Management Fundamentally, there are no differences - Fundamentally, there are no differences
- between service and manufacturing
- operations! Both are concerned with:
- Efficiency
- Effectiveness
- Quality
- Cost
- Effectiveness
- Right prescription
- Right advice
- Service availability
- Quality
- Training
- Error prevention
- Continuous Improvement
- Cost
- Inventory management
- Tradeoffs
- Purchasing
- New service development
- Managing service experiences
- Front-office/Back-office
- Analyzing processes
- Service quality
- Yield management
- Inventory management
- Waiting time management
New Service Development - Service Blueprinting
- Focus on moments of truth
- Servicescapes
- Utility-based Service Design
- Perceived utility to customer
- Relative importance of Dimensions of
- Service Quality
Service Blueprinting - Source: Metters, King-Metters, Pullman, & Walton, p. 84
Utility-based Service Design - Source: Metters, King-Metters, Pullman, & Walton, p. 88
Dimensions of Service Quality - Reliability
- Responsiveness
- Assurance
- Empathy
- Tangibles
- Parasuraman, et al., 1985
- ACSI Site:
- http://www.theacsi.org/index.php?option=com_content&task=view&id=15&Itemid=172
Managing Service Experiences - Customer Engagement
- Context
- Time
- Service Blueprinting
- Focus on moments of truth
Front-office/Back-office - Front-office work requires customer presence.
- Back-office work does not require customer presence.
- Decoupling: separating work into high-contact/low-contact jobs.
- Ultimate = outsourcing/offshoring
Analyzing Processes - Process flow diagrams (flow charts)
Service Quality - Defining service quality is more difficult than defining manufacturing quality.
- Expectation vs Perception
- Expectation vs Performance
Gaps in Service Quality - Source: Metters, King-Metters, Pullman, & Walton, p. 186
Developing a Culture of Service Quality - Hire the right people.
- Educate and train them well.
- Allow them to fix anything.
- Recognize and reward them regularly.
- Tell them everything, every day.
- Measure the costs
- Listen closely for complaints
- Anticipate needs for recovery
- Act fast
- Train employees
- Empower front line
- Close the loop
Yield Management - Purpose is to sell the right capacity to the right customer at the right price.
- Overbooking
- Differential pricing
- Capacity allocation
Inventory Management Service vs Manufacturing - Setup/Ordering costs high
- Number of products higher
- Limited shelf space
- Lost sales vs backorders
- Product substitution
- Demand variance higher
- Information accuracy (complication of customers)
- Waiting lines are pervasive in services
- The problem is important
- Lack of management intuition about waiting lines
- 15/30 Waiting Time Rule in hospital ER
References - Fitzsimmons & Fitzsimmons (1998). Service Management 2ed., Irwin/McGraw-Hill.
- Metters, King-Metters, Pullman, Walton (2006). Successful Service Operations Management 2ed., Thomson.
- Nelson. (2005). “Baldrige—Just What the Doctor Ordered.” Quality Progress.
- Sower, Duffy, Kohers, et al. (2001). “The Dimensions of Service Quality for Hospitals…” Health Care Management Review.
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