Design and management of service processes

목차 (Table of Contents)

• CONTENTS
• Foreword = xxi
• Preface = xxiii
• Acknowledgments = xxvii
• PART 1 INTRODUCTION AND OVERVIEW = 1
• Chapter 1 Designing Services - an Introduction = 3
• 1.1 Competing through service quality - a fictional case study = 4
• Introduction = 4
• Lessons learned = 5
• Elements of a service-based competitive strategy = 6
• Need for a strategic service culture = 7
• Conclusion = 8
• 1.2 Competing through service quality - three industry examples = 8
• IKEA - creating services through customer participation = 8
• Daiichi store - collecting strategic information through customer service = 9
• AT&T Universal Card - creating a service-based differentiation strategy = 10
• Summary = 11
• 1.3 Relationship between products and services = 12
• 1.4 Creating high-quality service - service design and delivery = 13
• Service design = 14
• Service delivery = 15
• Need for service design = 16
• 1.5 Total service design = 17
• Total and partial design methodology = 18
• Implementing a total design methodology for service processes = 18
• 1.6 Conclusion = 20
• Summary = 20
• Chapter 2 The Service Design and Management Model - A Methodological Overview = 23
• 2.1 Basic concepts : vacation planning example = 24
• Description = 24
• Key steps followed in selecting and visiting a vacation destination = 26
• 2.2 The service design and management model = 26
• Mapping the model stages to the vacation planning example = 27
• 2.3 Overview of model stages = 28
• Stage 1 : Defining design attributes = 28
• Stage 2 : Specifying performance standards = 29
• Stage 3 : Generating and evaluating design concepts = 30
• Stage 4 : Developing design details = 31
• Stage 5 : Implementing the design = 33
• Stage 6 : Measuring performance = 34
• Stage 7 : Assessing satisfaction = 36
• Stage 8 : Improving process performance = 37
• Summary of service design and management model = 38
• 2.4 Organization of chapters = 39
• 2.5 Using this book to manage and improve existing services = 40
• Setting customer-focused performance standards for existing services = 40
• Evaluating performance variability and sizing／staffing requirements for existing services = 41
• Developing process metrics for existing services = 42
• Designing processes for existing services = 42
• Organizational structure for the management of existing services = 42
• 2.6 Introducing the "Service Edge" restaurant = 42
• Background = 42
• Competitors' profiles = 43
• Business strategy = 43
• Design approach = 45
• How we use this example = 45
• 2.7 Conclusion = 46
• PART 2 DESIGN = 49
• Chapter 3 Developing Design Specifications - Part 1 : Defining Design Attributes = 51
• 3.1 Introduction to Quality Function Deployment = 52
• The House of Quality = 52
• Hierarchy of QFD matrices = 54
• 3.2 Identifying customer needs - HOQ Room 1 = 55
• Characteristics of needs = 55
• Types of needs = 55
• Methods for obtaining needs = 57
• Grouping needs = 59
• Restaurant example = 60
• 3.3 Generating design characteristics - HOQ Rooms 2 and 3 = 63
• Representation of design attributes = 63
• Generating design characteristics - restaurant example = 64
• Verifying completeness of attributes = 65
• Specifying attributes in quantitative terms = 68
• Quantifying intangible design attributes = 68
• Quantifying intangible attributes for the Service Edge restaurant = 71
• 3.4 Determining importance of attributes - HOQ Rooms 6 and 7 = 71
• Calculating attribute importances = 72
• Correlation between design characteristics(HOQ room 6) = 74
• 3.5 Conclusion = 75
• Summary = 75
• Suggested reading = 77
• Chapter 4 Developing Design Specifications - Part 2 : Setting Design Performance Standards = 79
• 4.1 Design performance standards = 80
• Specifying design standards = 80
• 4.2 Measuring the desired performance level = 83
• Desired and ideal performance levels = 83
• Measuring the desired performance level for an attribute = 83
• 4.3 Customer and technical benchmarks - HOQ rooms 4 and 5 = 84
• Collecting customer and technical benchmark data = 84
• Estimating the desired performance level from benchmark data = 85
• Consistency between the technical benchmarks = 86
• 4.4 The performance／satisfaction function = 87
• Functional forms for the performance／satisfaction function = 88
• 4.5 Setting design performance standards - HOQ rooms 8 = 91
• Description of steps = 91
• Setting the performance standards for the Service Edge restaurant attributes = 93
• 4.6 Estimating the performance／satisfaction relationship = 97
• Estimating the performance／satisfaction relationship for a single attribute = 97
• Disadvantages of the single-attribute approach = 98
• Estimating the performance／satisfaction relationship for all attributes - conjoint method = 100
• Selecting the number of levels for each attribute = 101
• 4.7 Experimental designs with attributes at two levels = 105
• Creating designs = 105
• Fractional factorial designs = 108
• Estimating the performance／satisfaction function - direct method = 109
• Recalibrating the model = 111
• Developing performance／satisfaction relationships = 111
• Interpreting the slopes = 112
• 4.8 Analyzing profiles with attributes at three levels = 113
• Creating designs with attributes at three levels = 113
• A three-level fractional design = 114
• Higher-level and mixed designs = 114
• Estimating the performance／satisfaction relationship - regression method = 114
• Analyzing the results of the regression model = 117
• Developing quadratic performance／satisfaction relationships = 117
• Other specifications for the performance／satisfaction relationship = 118
• 4.9 Conclusion = 120
• Summary = 120
• Suggested reading = 122
• Chapter 5 Generating and Evaluating Design Concepts = 125
• 5.1 Functional analysis = 126
• 5.2 Defining and documenting processes = 128
• Process definition = 128
• Operational and customer service activities = 130
• Defining processes for the Service Edge restaurant = 131
• Process flow-charting = 131
• Service blueprinting = 134
• 5.3 Concept generation = 135
• Brainstorming = 136
• Methods for generating ideas = 137
• Reducing the number of solutions = 137
• 5.4 Evaluating and selecting concepts - description of the Pugh method = 139
• Evaluation matrix = 139
• Selecting a baseline concept = 139
• Comparing concepts = 141
• Analyzing results = 141
• Summary of method = 142
• 5.5 Using the Pugh method to evaluate restaurant concepts = 142
• Description of restaurant concepts = 143
• Setting up the evaluation matrix = 144
• Analyzing results = 147
• Creating new concepts = 147
• Evaluating the new concepts = 148
• Selecting a concept = 148
• 5.6 Conclusion = 150
• Summary = 150
• Suggested reading = 151
• Chapter 6 Performing Detailed Process Design - Part 1 : Generating Design Alternatives = 153
• Difference between concept design and detailed design = 154
• Detailed design activities = 156
• 6.1 Partitioning the design concept - detailed design activity 1 = 157
• Partitioning the design dimensions of the Service Edge restaurant = 157
• Steps for partitioning a service-level concept to the process level = 157
• Translating service-level design attributes to the process level = 158
• Translating service-level design standards to the process level = 160
• Documenting detailed process functions = 162
• Documenting the functions of the Service Edge restaurant order-taking process = 163
• Verifying completeness of process descriptions = 164
• Identifying common design elements = 165
• Opportunities for common designs = 166
• Identifying subsystems for the Service Edge restaurant service design = 167
• 6.2 Generating design alternatives - detailed design activity 2 = 169
• Steps for creating design alternatives = 170
• Generating design alternatives for the Service Edge restaurant order-taking process = 170
• Managing the alternative generation process = 175
• 6.3 Predicting design alternative performance - detailed design activity 3 = 177
• Relationship between the factors affecting design performance = 179
• Predicting the cycle time of an order shipping process = 182
• Steps for predicting performance of design alternatives = 183
• 6.4 Performance functions - detailed design activity 3 = 184
• Examples of performance functions = 184
• Units of measurement = 186
• Guidelines for developing performance functions = 187
• 6.5 Specifying variability using distributions - detailed design activity 3 = 188
• 6.6 Properties of a good design = 191
• Design capability = 192
• Design robustness = 194
• Design principles for reducing variability = 197
• Design solutions vs. operational solutions = 197
• 6.7 Conclusion = 198
• Summary = 198
• Suggested reading = 200
• Chapter 7 Performing Detailed Process Design - Part 2 : Evaluating and Testing Alternatives = 201
• 7.1 Evaluating design alternatives - detailed design activity 4 = 203
• Step 1 : Specify the operating range = 204
• Operating range for the order-taking process of Service Edge restaurant = 205
• Step 2 : Specify reasonable initial values for design factors of each alternative = 206
• Design factors for the order-taking process of the Service Edge restaurant = 206
• Setting initial values for the order-taking process design factors = 207
• Step 3 : Combine subprocess-level design alternatives to create feasible process designs = 208
• Step 4 : Predict the average performance of each design using the performance functions = 210
• Example : Calculating the average performance for the order-taking process designs = 212
• Performance summary for all design alternatives = 215
• Step 5 : Compare the predicted performance of each design with the standards and make any necessary modifications = 215
• Comparing the predicted performance of the order-taking process designs = 216
• Modifying the design to meet the performance standards = 217
• Step 6 : Evaluate the costs, the implementability, and the compatibility with other subsystems for each design that meets or exceeds the standards = 217
• Step 7 : Select a set of candidate designs for further analysis = 218
• 7.2 Introduction to simulation models = 219
• Simulating service request fulfillment process - no variability = 219
• Simulating service request fulfillment process - variability included = 222
• Inputs needed to develop simulation model = 223
• 7.3 Service Edge restaurant simulation models inputs - detailed design activity 5 = 225
• List of processes and their interactions = 226
• Flow units = 226
• Key design attributes for each process／subprocess = 226
• Design standard for each process attribute = 227
• Operating characteristics for each process／subprocess = 227
• Design factors for each process／subprocess = 228
• Performance function for each process／subprocess = 229
• Distributions = 231
• 7.4 Service Edge simulation model structure - detailed design activity 5 = 233
• Representation of customer service activities of each process = 233
• Generating events from distributions using random numbers = 234
• Overview of model logic = 235
• 7.5 Service Edge simulation model outputs - detailed design activity 5 = 237
• Performance metrics for measuring model output = 237
• Results from restaurant simulation model = 239
• 7.6 Analyzing and modifying designs - detailed design activity 6 = 240
• Processes needing total redesign - the meal delivery interval = 240
• Processes needing modification but not redesign - the order-taking interval = 242
• Solutions for reducing the variability of the order-taking process performance = 246
• Selecting the best solution = 248
• Processes needing monitoring but no immediate change-friendliness and responsiveness of service = 249
• 7.7 Functional design - detailed design activity 7 = 251
• 7.8 Conclusion = 251
• Summary = 251
• Suggested reading = 253
• PART 3 MANAGEMENT AND IMPROVEMENT = 255
• Chapter 8 Implementing the Design = 257
• 8.1 Design implementation plan = 261
• Activities included in the design implementation plan = 261
• Design implementation team structure = 261
• Scheduling and coordination requirements = 263
• 8.2 Service construction plan = 263
• Activities included in the service construction plan = 263
• Service construction team structure = 265
• Scheduling and coordination requirements = 266
• 8.3 Testing plan = 267
• Activities included in the testing plan = 268
• Structure of the testing team = 270
• Scheduling and coordination requirements = 271
• 8.4 Communications plan = 273
• Activities included in the communications plan = 274
• Structure of the communications team = 274
• Scheduling and coordination requirements = 275
• 8.5 Rollout and transitions plans = 276
• Activities included in the rollout and transition plan = 277
• Contingency plans = 278
• Structure of the rollout team = 278
• Scheduling and coordination requirements = 279
• 8.6 Service management plan = 280
• Activities included in the service management plan = 282
• Structure of the service management team = 283
• Scheduling and coordination requirements = 284
• 8.7 Conclusion = 286
• Summary = 286
• Suggested reading = 290
• Chapter 9 Measuring Performance = 291
• Measures for service monitoring and improvement = 292
• Importance of service performance measures = 293
• 9.1 Performance monitoring and stabilization procedure = 294
• Description of steps = 295
• Need for accurate data = 296
• 9.2 Service performance metrics = 297
• Effectiveness metrics = 297
• Effectiveness metrics for the Service Edge restaurant = 298
• Capability metrics = 300
• Efficiency metrics = 302
• 9.3 Collecting the right data for service management = 303
• Factors affecting the collection of accurate data = 303
• Designing effective data collection procedures = 305
• 9.4 Data analysis and reporting = 306
• Routine and ad hoc analysis = 307
• Procedures for sharing analysis results = 307
• Analysis tools = 308
• Histograms = 309
• Run chart = 310
• Scatter plot = 311
• Control chart = 313
• Controlling the temperature of hot coffee - an example = 314
• Control, capability, and robustness - a comparison of concepts = 315
• Report distribution = 316
• 9.5 Monitoring service performance - Service Edge restaurant example = 317
• Overview of order - taking process = 319
• Step 1 : Select the design attributes to be measured = 320
• Step 2 : Measure the performance effectiveness of each attribute = 321
• Data collection = 322
• Step 3 : Measure the capability of each selected attribute = 323
• Step 4 : Measure the efficiency of key processes = 323
• Step 5 : Identify attributes whose performance fails to conform to standards or shows unusual change = 325
• Step 6 : Analyze the attributes identified in Step 5 to determine the cause of poor performance or of unusual change in performance = 328
• Step 7 : Decide whether any corrective action is necessary, and the steps that need to be taken = 334
• Step 8 : Carry out the required steps = 335
• 9.6 Conclusion = 335
• Summary = 335
• Suggested reading = 337
• Chapter 10 Assessing Customer Satisfaction = 339
• 10.1 Effect of market and customer changes on satisfaction = 341
• Improvement in a competitor's service = 341
• Changes in customers' needs = 342
• Changes in relative priority of needs = 342
• Need for customer satisfaction measurements = 343
• 10.2 Defining customer satisfaction - disconfirmation model = 345
• 10.3 Expectations = 346
• Types of expectations = 346
• Selecting the appropriate expectations model = 347
• 10.4 Other models of satisfaction = 347
• Individual and group satisfaction = 348
• Transaction-specific and cumulative satisfaction = 350
• User and decision-maker satisfaction = 350
• 10.5 Satisfaction and value = 352
• Quality and price assumptions for the Service Edge restaurant example = 353
• Price-sensitive services = 354
• 10.6 Measuring satisfaction = 354
• Absolute ratings = 354
• Ratings relative to expectations = 356
• Rating relative to competition = 356
• 10.7 Conclusion = 358
• Summary = 358
• Suggested reading = 360
• Chapter 11 Improving Service Performance = 361
• 11.1 Evaluating the financial impact of customer satisfaction - Step 1 = 363
• Modeling the relationship between profitability and satisfaction = 363
• Specifying the effect of temporal lags between satisfaction and profitability = 364
• Specifying the effect of cumulative history-lagged dependent variable model = 365
• Measuring model variables - overall satisfaction = 366
• Measuring model variables - profitability = 367
• 11.2 Setting strategic improvement targets - Step 2 = 368
• 11.3 Evaluating the impact of service performance on satisfaction - Step 3 = 370
• Modeling the relationship between overall satisfaction and attribute performance = 370
• Similarity between Equation 11.5 and the performance／satisfaction relationship = 372
• Estimating the parameters of Equation 11.5 - Service Edge restaurant example = 372
• 11.4 Selecting attributes for improvement - Step 4 = 373
• Determining overall model fit from the R-squared statistic = 374
• Testing parameter significance using the t-statistic = 376
• Magnitude of parameter estimates = 377
• Elasticities = 377
• Performance／importance map = 379
• Setting attribute-level service improvement targets = 381
• 11.5 Specifying improvements at the process level - Step 5 and Step 6 = 381
• A process-level model for the Service Edge restaurant = 381
• Estimating an integrated model system = 382
• 11.6 Developing an optimal process improvement strategy - Step 7 = 383
• Analyzing the cost-effectiveness of process improvement plans = 383
• Sensitivity analysis of service improvement initiatives = 384
• Sensitivity analysis - Service Edge restaurant example = 385
• 11.7 Conclusion = 388
• Summary = 388
• Suggested reading = 391
• Chapter 13 Conclusion = 393
• 12.1 Closing the loop - restarting the design cycle = 394
• 12.2 Integrated design of service features, facilities, and processes = 395
• 12.3 Good-bye = 398
• Glossary = 401
• Bibliography = 411
• Index = 415