• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Soft Service Methodology
 

Soft Service Methodology

on

  • 7,170 views

Soft Service Methodology seeks to improve services to customers, through the effectiveness and efficiency (i.e. productivity) of internal operations. ...

Soft Service Methodology seeks to improve services to customers, through the effectiveness and efficiency (i.e. productivity) of internal operations.

The benefit of the Soft Service Methodology approach is that improvements:
> Seek to improve effectiveness by focusing on meeting user needs and expectations,
> Seek to improve the efficiency of role activities by reducing time "waste";
> Seek to improve the value of role contributions for others in meeting (directly and indirectly) customer requirements are improved;
> Seek commitment of management and employees in productivity improvements.

In applying Soft Service Methodology customers can be "internal" and "external".

Statistics

Views

Total Views
7,170
Views on SlideShare
2,567
Embed Views
4,603

Actions

Likes
3
Downloads
47
Comments
0

5 Embeds 4,603

http://www.vanwood.net 4509
http://vanwood.net 80
http://www.linkedin.com 11
http://webcache.googleusercontent.com 2
http://www.slashdocs.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Soft Service Methodology Soft Service Methodology Presentation Transcript

    • Soft Service Methodology Version 15 May 2011
    • 1. Soft Productivity Soft productivity seeks to optimise value from both human interactions and activities in achieving valued outcomes. It is a systems approach that uses a Human Activity System (HAS) framework across a wide range of methodologies at organisational, process, and role levels. Human Activity System Interactional Activity (Human system System Designed) (Social)Based on a diagram from D Patching inPractical Soft Systems Analysis Copyright David Alman 2011
    • 1. Soft ProductivityA generic Human Activity System (HAS) model is shown below that integrates HumanDesigned activity systems (Means) and Social interaction systems (Relations &Meaning) to achieve a Purpose. Means e.g. processes, policies, plans, organisational structures, management systems, Meaning Purposee.g. “world view”, paradigms. e.g. Clarity of goals, beliefs, values, attitudes – aims, targetsculture & climate: the way we do things around here Relations e.g. Social interactions and networks between individuals and groups, behaviours, conflicts. Copyright David Alman 2011
    • 1. Soft Productivity What Kinds of problems can I address with a HAS? Process Issues: • I can reduce work delays & queues • I can improve work productivity • I can improve effectiveness of reports • I can I improve employee competencies • I can I cut costs Attitude Issues Purpose IssuesI can improve underlying attitudes • I can meet customer needs & expectationsaffecting: • I can improve customer satisfaction • Customer service? • I can improve clarity of purpose • Work practices? • Relationships? Relationship Issues I can improve cooperation & coordination: • With people I work with • Between teams & other employees • With & between management • With customers Copyright David Alman 2011
    • 2. Soft Service MethodologySoft Service Methodology (SSM) looks at Role value based on the effect “hard” processactivities and “soft” people interactions has on the overall system’s productivity. HAS Processes Role activity Role activity Role activity “waste” & “gaps” “waste” & “gaps” “waste” & Gaps” Role 1 Role 2 Role 3 HAS Attitudes Valued activities Valued activities Valued activities HAS Purpose: and interactions and interactions and interactions Customer Satisfaction Role interaction Role interaction Role interaction “waste” & “gaps” “waste” & “gaps” “waste” & “gaps” HAS RelationshipsThe Soft Service Methodology involves:• Clarifying the Purpose of what is needed to improve operational performance.• Improving the value of Role activities by reducing “waste” from non valued adding activities and “gaps” where the system fails to address a customer service requirement.• Improving the value of Role interactions by addressing “waste” resulting in non and low valued contribution, and “gaps” in the network of interactions that could improve service. Copyright David Alman 2011
    • 2. Soft Service MethodologySteps in applying a Soft Service MethodologyStep 1 Identify Purpose of the service, and services sought (from the customer’s perspective).Step 2 Identify “waste” and “gaps” in: 2.1 Role activities, such as causes of time “waste” and service delivery “gaps” 2.2 Role contacts, such as “waste” in contact contributions, and “gaps” in valued contributions from other roles in the network.Step 3 Identify improvements in the system’s process activities, and in the network of contacts supporting customer service. Copyright David Alman 2011
    • 2. Soft Service Methodology - ExampleStages in a Soft Service System MethodologyStep 1 Identify Purpose Step 2 Identify Role improvements Step 3 Develop Improvement Program Identify Purpose, Needs Identify role activity and interactions Develop & Expectations “waste” and “gaps” affecting value. Improvement Plan Copyright David Alman 2011
    • 2. Soft Service Methodology - ExampleStages in a Soft Service System MethodologyStep 1 Identify Purpose Step 2 Identify Role improvements Step 3 Develop Improvement Program Identify Purpose, Needs Identify role activity and interactions Develop & Expectations “waste” and “gaps” affecting value. Improvement Plan Identify: Identify: Identify improvements a) The purpose of the a) Non productive “waste” and “gaps” in and: service – from a customer role activities a) Ensure performance perspective b) Non or low value “waste” and lost value measurements b) Customer service needs & “gaps” in role contribution to other measure expectations. roles and customer improvements sought. b) Action plan implements sought changes in system processes, and network contacts. Copyright David Alman 2011
    • 2. Soft Service Methodology - ExampleStages in a Soft Service System MethodologyStep 1 Identify Purpose Step 2 Identify Role improvements Step 3 Develop Improvement ProgramIdentify Purpose, Needs Identify role activity and interactions Develop& Expectations “waste” and “gaps” affecting value. Improvement PlanIdentify: Identify: Identify improvements and:a) The purpose of the a) Non productive “waste” and “gaps” in a) Ensure performance service – from a customer role activities measurements measure perspective b) Non or low value “waste” and lost value improvements sought.b) Customer service needs & “gaps” in role contribution to other expectations. roles and customer b) Action plan implements sought changes in system processes, and network contacts. State Identify value of role process activities inPurpose Identify Review and develop the service system. of the customer measures of service performanceService complaints e.g. KQIs related KPIs and targets. Identify value of role interactions in the Service network. Develop Performance Improvement Plan, identifying Cost Benefits of changes proposed Copyright David Alman 2011
    • 2. Soft Service Methodology - Example STEP 1 Identify Purpose and Need (Working Document) 1.1. Identify the Purpose of the Service What is the purpose from the user’s viewpoint? • Example: • The purpose of the service is to................. 1.2. Current User Experience • Example user experience by categories, and service responses by group Example of User CommentsNo Current Service Delivery Response Group Current Contact Response Group (Categorised) Copyright David Alman 2011
    • 2. Soft Service Methodology - ExampleStep 2 . 2.1 Map to identify “gaps” and “waste” in activities and interactionsHow do role activities & interactions work together to provide services? Any “gaps” or “waste”? Copyright David Alman 2011
    • 2. Soft Service Methodology - Example STEP 2. 2.2 Identify Impacts Affecting Customer Service (Working Document) Using the flow chart explore ways to address “gaps” and “waste” in system activities or network interactions. For example, in system activities: • Gaps from not doing something the customer wants, or something not done right. • Waste in service activities that do not add value. In network interactions: • Service interaction gaps e.g. additional interactions that could add to sought value. • Service interaction waste e.g. non value in contact interactions. The aim is to: • Improve the value of both service activities and interactions in providing valued service. • Reduce “waste” that reduces the value of service activities and interactions. • Address “gaps” affecting the value of service activities and interactions. System/Network Conditions No Waste or Gap Root Cause in System Activities Root cause in Network Interactions (which cause the waste or Gaps)Example Excessive customer wait time Cue waiting time • System does not allow more than term • Customer contact protocols not 1 customer focused Copyright David Alman 2011
    • 2. Soft Service Methodology - Example Step 3 Develop an Improvement Program (working documents) 3.1 What should be measured to be customer service focused? Measure Focus Support the The Effect Purpose* Example: Call value User satisfaction Yes Calls measured from User perspective identifying issues to improve service and value of service. Calls per hour Internal, efficiency based No Calls can be dropped or customers given inappropriate attention, resulting Lost Value *Purpose measured rated: No; Yes; Maybe; Partly. 3.2 Develop an Service Improvement Plan Service Improvement Plan. Agency :Purpose Critical Success Factors:Example: Examples:The purpose of the service is to.................................  Response and resolution of issues within priority time frames  Minimum to no disruption to services No Current Issues affecting Improvements & supporting actions. Measures Implement by ServiceExample Excessive customer wait  Upgrade call monitoring technology1 time due to call waiting  Replace Call monitoring measures that are time internal focused with customer focused Critical Success Factors are the few things that must go well to ensure overall success in achieving Purpose. Copyright David Alman 2011
    • 2. Soft Service MethodologySoft Service Methodology aims to:Improve Customer Service;Reduce costs & increase valued activities;Improve role & customer relationships;Emphasise common values to achieve outcomes;Improving effective management of service delivery;Use a “wholistic” approach to address both work and customer issues;Take an integrated “systems” approach so the value of all activities & interactions isunderstood Copyright David Alman 2011
    • A collaborative approach is taken to improving Soft ServiceFor further advice please contact David Alman at proventivesolutions.com.au Copyright David Alman 2011