产品设计和处理选择——服务（英文）教学介绍.pptVIP

Operations Management For Competitive Advantage The McGraw-Hill Companies, Inc., 2000 CHASE AQUILANO JACOBS ninth edition * Product Design Process Selection - Services Operations Management For Competitive Advantage CHASE AQUILANO JACOBS ninth edition Chapter 6 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. 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. Service Businesses Facilities-based services Field-based services Internal Services Internal Supplier Internal Supplier Internal Customer External Customer The Service Triangle Exhibit 6.1 The Customer The Service Strategy The People The Systems Service Strategy: Focus and AdvantagePerformance 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 Service-System Design Matrix Exhibit 6.6 Mail contact Face-to-face loose specs Face-to-face tight specs Phone Contact Face-to-face total customization Buffered core (none) Permeable system (some) Reactive system (much) High Low High Low Degree of customer/server contact Internet on-site technology Sales Opportunity Production Efficiency Example of Service Blueprinting Service Fail-safingPoka-Yokes (A Proactive Approach) Keeping a mistake from becoming a service defect. How can we fail-safe the three Ts? Task Tangibles Treatment Have we compromised one of the 3 Ts? Three Contrasting Service Designs The production line approach The self-service approach The pe