Blueprint+ : Developing a Tool for
Service Design

A Work In Progress



Andy Polaine
Lecturer/Research Fellow - Service D...
Build


      Standardise


      Communicate


      Plan


      Share



The role of traditional blueprints
Build a house – standards of technical drawing

                                        Image:http://alttext.com/
Communication the details of a Mercedes

                                Image:http://www.majhost.com/gallery/
           ...
Share the plans for a Batmobile

                             Image:http://www.chickslovethecar.com
Communicate how to paint a 727

                                 Image: telstar on Flickr
Blueprinting actions and processes

                            Source: Shostack, G. L. (1984). Designing services that de...
and multiple options.“

!

                     J$(/&--&-,*5.4?*"+,                                                       ...
t
processes e ciently.“ Journal of Business Research 57: 392 - 404.
Fliess, S. and M. Kleinaltenkamp (2004). „Blueprinting...
Service Blueprint of Presby Neuro Clinic
    PHYSICAL                   Front      Waiting     Front     Waiting        Fr...
But actions have motivations & emotions

                                   Source: Polaine, A, (1996), Time Smear
Dialing IBM-HELP to get assistance with Lotus Notes
                                        Carrie Chan | IBM T.J Watson R...
is he even listening to
                                              me? he seems to be                                  ...
Expectations versus...
...reality
Time perception is about situations and emotions

                                          Source: thetruthabout on Flickr
If you go here

                 Source: thomas-merton on Flickr
You expect this

                  Source: kevinomara on Flickr
You expect to eat fast – waiting is a service failure

                                                Source: amanky on F...
If you expect this

                     Source: http://www.gigipadovani.it
Then too fast is a service failure

                                     Source: stlbites on Flickr
To: Andrew Polaine <apolaine@gmail.com>




Dear Andrew Polaine,


Welcome to Opodo your online travel service. We offer y...
Slow mail

            Source: Andy Polaine
Time information allows for options & decisions

                                             Source: Andy Polaine
Time information helps change perception

                                       Source: jmpznz on Flickr
As does the situation

                        Source: lfcastro on Flickr
Rushing for a train – do I really want an hourglass?

                                               Source: Andy Polaine
Or too many instructions?

                            Source: suburbanslice on Flickr
Or non-standard gobbledegook?

                                Source: suburbanslice on Flickr
Time versus energy consumption?

                                  Source: te on on Flickr
Blueprint+ v4.3




                                                                                                      ...
Blueprint+ v4.3




        Media-
                                                                                       ...
Blueprint+ v4.3




        Media-
                                                                                       ...
00:00
                                                     Table Reservation Online



                                   ...
0
                                                                         Waitress greets guest and    Enter restaurant, ...
Media-
                                                                                                     Media-
       ...
Media-
                                                      Media-
                                                      ...
-   Are blueprints still a valid tool? Do we need to further them?

-   How much information should go into them? (Analysi...
Thank You



Andy Polaine
Lecturer/Research Fellow - Service Design

T direkt +41 41 249 92 25
andrew.polaine@hslu.ch
Twit...
Upcoming SlideShare
Loading in...5
×

Blueprint+: Developing a Tool for Service Design

59,900

Published on

Presented at the Service Design Network Conference 09 in Madeira. The presentation is about a work-in-progress examining how we can best expand the service design blueprint diagramming to include other critical information such as time and emotional states of the participants in the service.

Published in: Design, Business, Technology
5 Comments
251 Likes
Statistics
Notes
No Downloads
Views
Total Views
59,900
On Slideshare
0
From Embeds
0
Number of Embeds
26
Actions
Shares
0
Downloads
6,401
Comments
5
Likes
251
Embeds 0
No embeds

No notes for slide

Blueprint+: Developing a Tool for Service Design

  1. 1. Blueprint+ : Developing a Tool for Service Design A Work In Progress Andy Polaine Lecturer/Research Fellow - Service Design T direkt +41 41 249 92 25 andrew.polaine [at] hslu.ch Twitter: apolaine SDN Conference - October 27th, 2009 (Project authors: Roman Aebersold, Robert Bossart, Andy Polaine, Andrea Mettler)
  2. 2. Build Standardise Communicate Plan Share The role of traditional blueprints
  3. 3. Build a house – standards of technical drawing Image:http://alttext.com/
  4. 4. Communication the details of a Mercedes Image:http://www.majhost.com/gallery/ legomech/CarBlueprints/MBZ-Blueprints/
  5. 5. Share the plans for a Batmobile Image:http://www.chickslovethecar.com
  6. 6. Communicate how to paint a 727 Image: telstar on Flickr
  7. 7. Blueprinting actions and processes Source: Shostack, G. L. (1984). Designing services that deliver. Harvard business review, 62(1), 133-139.
  8. 8. and multiple options.“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lueprinting actions and processes !"#$%&'(')&*%&+&,-.-"/,'/0'.'$+&'1.+&'0/%'-2&'3&4&5&,-%.'*%/6&1-' =>()6!5)>(+*'!?6+?+')*!@+6!>()!:69?(&A!6)?6)'),>9>&+,!+@!"44!96)!")>6&!1)>'-!#')*!>+! 5+*)%!A+5?%)B!'C'>)5'!&,A%#*&,:!>()!*)D)%+?5),>!+@!9!')6&)'!+@!>69,'9A>&+,'!&,!>&5)! product/ service systems. Source: Morelli, N. (2002). Designing A methodological exploration. Design Issues 18(3): 3 - 17.
  9. 9. t processes e ciently.“ Journal of Business Research 57: 392 - 404. Fliess, S. and M. Kleinaltenkamp (2004). „Blueprinting the service company. Managing service Blueprints in Service Design Fliess, S. and M. Kleinaltenkamp (2004). „Blueprinting the service company. Managing service processes efficiently.“ Journal of Business Research 57: 392 - 404.
  10. 10. Service Blueprint of Presby Neuro Clinic PHYSICAL Front Waiting Front Waiting Front Hallway Exam MRI & Exam MRI & Door Tag Waiting Check-out EVIDENCE Desk Room Desk Room Desk Room Chart Room Chart Room Room Check-out, PATIENT Sign In Wait Check-in Wait Responds Follow to Wait in Answer Wait Ask Return Wait Pay, & ACTIONS Exam Rm Exam Rm Questions Questions Door Tag Leave Line of Interaction ONSTAGE Call Escort to Check Meet Dr. Process & CONTACT Welcome Process Patient Exam Rm Vitals & Kassam Check-out Ask Quest PERSON Line of Visibility BACKSTAGE Get See Other Grab Check Place in Take See Other See Other See Other CONTACT Patient Patients Patients Door Tag Patients Patient Kassam Away Patients PERSON Chart Location Bin Chart Brings Chart in Grab Kassam Door Tag To Be Chart Gets Quick Back Seen Bin from Bin Review Chart Write Rm Check Taken by # on Patient Dictation Staff Schedule Location Line of Internal Interaction SUPPORT Records/ Bin Chart Records/ Debbie’s Door Tag Schedule Storage Database Database System PROCESSES Chart Cart System System System System System Understanding the Big Picture Blueprints in Service Design We mapped the entire clinic experience for patients What we found and all of the supporting roles staff and Dr. Kassam play The backstage processes are quite chaotic. throughout. The system depends solely on Dr. Kassam. Source: Kipum Lee http://kipworks.com Mapping the service blueprint allowed us to see the No one actively engages with patients while they wait. breakdowns in the clinic experience.
  11. 11. But actions have motivations & emotions Source: Polaine, A, (1996), Time Smear
  12. 12. Dialing IBM-HELP to get assistance with Lotus Notes Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07 Blueprinting ideas v.4 service evidence problem with Lotus Lotus Notes Ticket number Notes Mail and Mail and Calendar syncing Calendar syncing works customer steps DIAL NAVIGATE PRE-RECORDED MENU TALK TO AGENT WAIT FOLLOW AGENT’S STEPS TO SOLVE PROBLEM PROBLEM HANG UP? SOLVED hazard line Dislike calling call centers how long am i being onstage put on hold for? i’m pressing ‘3’ and nothing is happening... 6D1511 is before 6A1511 in the menu choices... did I hear is he even listening to 6D1511 correctly? me? he seems to be what is a ticket number? he’s assuming i know all the typing a lot. and not customer’s journey IBM language even though I’ve paying attention. repeatedly told him I was new finally, the agent is back he’s talking really fast he’s apologizing for soft- ware malfunction - is this the same problem i was just having? or should i be worrying about something else? he solved the problem! line of of visibility area visibility representative service Give introductory speech. Ask for employee serial Present customer with menu options to Introduce yourself. Ask customer what Look up information regarding Ask what error message Proceed to follow steps outlined in documentation. Confirm that the Ask customer to write down the ticket number. number. redirect call. Apologize for software problem they’re having. Lotus Notes Mail and Calendar the customer is getting. customer’s problem Email this ticket number to the customer. script malfunction. syncing on database. is solved. Redirect call after customer inputs a Thank customer for calling IBM HELP. choice. Ask if they are on or Ask if the customer off site. has any other problems. provider’s steps backstage WAIT FOR CALL DIRECT CALL TO PROPER DEPT. INTRODUCTION GET PROBLEM FIND SOLUTION TO PROBLEM WALK CUSTOMER THROUGH PROBLEM SOLUTION CONCLUDE GIVE TICKET NUMBER application backstage processes P P P P P P P P P P P P P P support implementation account executives product executives (BTO) operational executives (SO) Bringing emotions into blueprints Source: Spraragen, S. L. and C. Chan (2008). Service Blueprinting: When Customer Satisfaction Numbers are not enough. International DMI Education Conference.
  13. 13. is he even listening to me? he seems to be what is a ticket number? he’s assuming i know all the typing a lot. and not BM language even though I’ve paying attention. repeatedly told him I was new he’s talking really fast he solved the problem! roceed to follow steps outlined in documentation. Confirm that the Ask customer to write down the ticket number. customer’s problem Email this ticket number to the customer. is solved. Thank customer for calling IBM HELP. Ask if the customer has any other problems. WALK CUSTOMER THROUGH PROBLEM SOLUTION CONCLUDE GIVE TICKET NUMBER Bringing emotions into blueprints Source: Spraragen, S. L. and C. Chan (2008). Service Blueprinting: When Customer P P P P Satisfaction Numbers are not enough. International DMI Education Conference. P P
  14. 14. Expectations versus...
  15. 15. ...reality
  16. 16. Time perception is about situations and emotions Source: thetruthabout on Flickr
  17. 17. If you go here Source: thomas-merton on Flickr
  18. 18. You expect this Source: kevinomara on Flickr
  19. 19. You expect to eat fast – waiting is a service failure Source: amanky on Flickr
  20. 20. If you expect this Source: http://www.gigipadovani.it
  21. 21. Then too fast is a service failure Source: stlbites on Flickr
  22. 22. To: Andrew Polaine <apolaine@gmail.com> Dear Andrew Polaine, Welcome to Opodo your online travel service. We offer you access to over 500 airlines, more than 65,000 hotels, 7,000 car rental locations, plus holidays and travel insurance, all on an easy to use, customer-friendly site. Visit www.opodo.co.uk regularly to keep up to date on our latest offers. Your user name is apolaine In keeping with our Privacy and Security policies, we will not email you your password. If at any stage you forget your password, use this link . MAKING THE MOST OF OPODO Now that you've registered, you can use My Opodo to: Speed up the booking process Organise your personal travel, save all your flight, hotel and car bookings Receive Fare Alert emails - just select your favourite destinations and we'll let you know when the price changes There's also the rest of the site for: Fast mail Opodo Offers: regularly updated low air fares picked for our customers from some of the world's best airlines Our simple search process for flights, hotels, car rental and package holidays, which ensures you get what you want, when you want it Destination guides, including climate, maps, recommended places to visit, and lots of local
  23. 23. Slow mail Source: Andy Polaine
  24. 24. Time information allows for options & decisions Source: Andy Polaine
  25. 25. Time information helps change perception Source: jmpznz on Flickr
  26. 26. As does the situation Source: lfcastro on Flickr
  27. 27. Rushing for a train – do I really want an hourglass? Source: Andy Polaine
  28. 28. Or too many instructions? Source: suburbanslice on Flickr
  29. 29. Or non-standard gobbledegook? Source: suburbanslice on Flickr
  30. 30. Time versus energy consumption? Source: te on on Flickr
  31. 31. Blueprint+ v4.3 Media- Media- Media- Media- Cook Costs Manager Fail Line Waitress Emotions Customer Variable 1 Touchpoint Touchpoint Touchpoint Touchpoint Time Indicator + + + + – – – – Role 4 Role 3 Role 2 Role 1 00:00 Table Reservation Online Confirmation by SMS 15:00 00:00 Waitress greets guest and Enter restaurant, short wait leads them to table at reception 02:30 Order Aperetiv Given menu 03:30 07:00 Waitress takes the food Aperetiv comes with extras order Guest is surprised/deligted 08:00 Food order sent through to kitchen 09:00 Meal Prepared 15:00 Communication failure in kitchen 35:00 Food is served 35:30 Wrong side dish. Guest complains 37:00 Message and dish sent back Chef agitated and other to kitchen 38:30 meals pushed late in order to re-do side-dish. 41:00 Correct side-dish prepared 50:00 Correct dish served 50:30 01:15:00 Kellner streicht einen Teil Guest is satisfied again der Rechnung 01:17:00 Blueprint + project – a work in progress Roman Aebersold, Robert Bossart, Andy Polaine, Andrea Mettler
  32. 32. Blueprint+ v4.3 Media- Media- Media- Media- Cook Manager Waitress Customer Touchpoint Touchpoint Touchpoint Touchpoint Time Indicator + Role 4 Role 3 Role 2 Role 1 00:00 Table Reservation Online Confirmation by SMS 15:00 00:00 Waitress greets guest and Enter restaurant, short wait leads them to table at reception 02:30 Order Aperetiv Given menu 03:30 07:00 Waitress takes the food Aperetiv comes with extras order Guest is surprised/deligted 08:00 Food order sent through to kitchen 09:00 Meal Prepared 15:00 Communication failure in kitchen 35:00 Food is served 35:30 Wrong side dish. Guest complains 37:00 Message and dish sent back Chef agitated and other to kitchen 38:30 meals pushed late in order to re-do side-dish. 41:00 Correct side-dish prepared 50:00 No more front, back, line of visibility? Correct dish served 50:30 01:15:00 Kellner streicht einen Teil Guest is satisfied again der Rechnung 01:17:00 Roman Aebersold, Robert Bossart, Andy Polaine, Andrea Mettler
  33. 33. Blueprint+ v4.3 Media- Media- Media- Media- Cook Manager Waitress Customer Touchpoint Touchpoint Touchpoint Touchpoint Time Indicator + Role 4 Role 3 Role 2 Role 1 00:00 Table Reservation Online Confirmation by SMS 15:00 00:00 Waitress greets guest and Enter restaurant, short wait leads them to table at reception 02:30 Order Aperetiv Given menu 03:30 07:00 Waitress takes the food Aperetiv comes with extras order Guest is surprised/deligted 08:00 Food order sent through to kitchen 09:00 Meal Prepared 15:00 Communication failure in kitchen 35:00 Food is served 35:30 Wrong side dish. Guest complains 37:00 Message and dish sent back Chef agitated and other to kitchen 38:30 meals pushed late in order to re-do side-dish. 41:00 Correct side-dish prepared 50:00 Correct dish served 50:30 01:15:00 Kellner streicht einen Teil Guest is satisfied again der Rechnung Connected media/touchpoint line for every role 01:17:00 Roman Aebersold, Robert Bossart, Andy Polaine, Andrea Mettler
  34. 34. 00:00 Table Reservation Online Confirmation by SMS 15:00 00:00 aitress greets guest and Enter restaurant, short wait eads them to table at reception 02:30 Order Aperetiv Given menu 03:30 07:00 aitress takes the food Aperetiv comes with extras rder Guest is surprised/deligted 08:00 ood order sent through to itchen 09:00 15:00 35:00 Sqash and stretch flexible time scale Food is served 35:30 Wrong side dish. Guest complains
  35. 35. 0 Waitress greets guest and Enter restaurant, short wait leads them to table at reception 0 Order Aperetiv Given menu 0 0 Waitress takes the food Aperetiv comes with extras order Guest is surprised/deligted 0 Food order sent through to kitchen 0 d 1 on hen 3 Food is served 3 Wrong side dish. Guest complains 3 Message and dish sent back and other to kitchen 3 late in order -dish. 4 dish prepared 5 Color coded emotional states linked to fail tracking Correct dish served 5
  36. 36. Media- Media- Cook Costs Manager Fail Line Emotions Variable 1 Touchpoint Touchpoint + + + + – – – – Role 4 Role 3 Meal Prepared Communication failure in kitchen Chef agitated and other meals pushed late in ord to re-do side-dish. Correct side-dish prepar Analysis/tracking variable lines
  37. 37. Media- Media- Media- Media- Cook Manager Fail Line Waitress Emotions Customer Touchpoint Touchpoint Touchpoint Touchpoint Time Indicator + + – – Role 4 Role 3 Role 2 Role 1 00:00 Table Reservation Online Confirmation by SMS 15:00 00:00 Waitress greets guest and Enter restaurant, short wait leads them to table at reception 02:30 Order Aperetiv Given menu 03:30 07:00 Waitress takes the food Aperetiv comes with extras order Guest is surprised/deligted 08:00 Food order sent through to kitchen 09:00 Meal Prepared 15:00 Communication failure in kitchen 35:00 Food is served 35:30 Wrong side dish. Guest complains 37:00 Message and dish sent back Chef agitated and other to kitchen 38:30 meals pushed late in order to re-do side-dish. 41:00 Correct side-dish prepared 50:00 Correct dish served 50:30 01:15:00 Kellner streicht einen Teil Guest is satisfied again der Rechnung 01:17:00
  38. 38. - Are blueprints still a valid tool? Do we need to further them? - How much information should go into them? (Analysis vs. design development) - What is missing in our approach? - Should it be wrapped into a software tool or better a toolkit? - Please share your blueprints, methods and case studies! It’s good for the industry to open up its processes and its essential for service design education. Some questions and a request
  39. 39. Thank You Andy Polaine Lecturer/Research Fellow - Service Design T direkt +41 41 249 92 25 andrew.polaine@hslu.ch Twitter: apolaine
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×