This document discusses Posteitaliane's experience applying systematic innovation tools like TRIZ to reengineer its delivery services. Posteitaliane faces declining mail volumes and sought to introduce new services. It developed a "configurable service infrastructure" allowing complex customized services through combinations of modular standardized activities. The process involved: 1) Describing customer needs without predefined solutions; 2) Analyzing functions for independence; 3) Mapping design contradictions; 4) Resolving issues using TRIZ principles. This enabled high flexibility and new services while maintaining simplicity for operators.
The use of equipment life-cycle analysis to identify new service opportunitiesShaun West
This document describes a methodology used successfully with two manufacturers to identify opportunities for new services based on the equipment life cycle analysis. The workshops began with an introduction to the total cost of ownership approach for equipment over its life cycle. Participants then mapped the life cycle of a car as an example, and the life cycle of their own company's equipment. By considering customer needs and value at each stage, they were able to identify new or additional services not currently offered. This visual approach using a customer value proposition canvas helped manufacturers understand how customer needs change over the equipment life and discover service opportunities.
servicisation and digital convergence 2011 Ian Miles
This document discusses two developments requiring new strategies and capabilities: servicisation and digital convergence. It provides background on both topics, including how servicisation involves manufacturing firms increasingly offering services and how digital convergence involves the merging of previously separate industries like publishing, media, IT, and telecommunications due to shared digital technologies. The document also discusses challenges involved in these transitions and provides examples of firms that have adapted to these changes.
This document discusses service innovation in the water sector in the context of deregulation in England and Wales. It provides definitions of service innovation from literature and proposes a working definition for the water sector. Case studies and interviews with water sector experts explored interpretations of service innovation and examples being implemented. Key findings include that the water sector can improve fundamental business services like billing, customer relations, and data provision. Energy companies were cited as examples of innovative service models around pricing, monitoring, and communication that water companies could emulate.
Digital twin based services for decision support over the product lifecycleShaun West
This presentation is based on an Innosuisse funded project with ten partners to demonstrate how the digital twin can support decision making over the product life cycle.
Industrie 2025, F&E Konferenz zur Industrie 4.0 5 February 2020
Using the perspective of asset management to create value for Smart Operation...Shaun West
To understand the value of the asset management perspective for Smart Services
To provide some examples to show how the perspective of Asset Management can create more value for Smart Operations and Smart Maintenance
Smart Maintenance Conference, Zürich 12-13 February 2020
Services have rapidly become a central topic of both concern and interest in research and business. Both the public and the private sector are facing increasing demand, cost, and quality challenges in their attempts to deliver services effectively and efficiently. The changing structure of the population, growing competition and mobility through globalisation, and new opportunities for services’ digitalisation are among the factors forcing us to re-knit the web of services needed for enabling a sustainable operation environment for companies, providing citizens with adequate conditions for good quality of life, and protecting our environment from overload caused by human activity.
This collection of highlights of VTT’s service research illustrates the versatility of service research. Service research has become a theme under which synthesis of traditionally separate research domains thrives. These range from industrial manufacturing to safety and security, from information and communication technologies to the building sector, and from media studies to public-sector innovations. Service research brings researchers from many disciplines together to discuss innovation, design, development, and adoption of services in diverse domains, enabled by emerging technological breakthroughs.
Mapping Multidimensional Value(s) for Co-Creation Networks in a Circular EconomyAnna Aminoff
Presentation slides of conference paper: Mapping Multidimensional Value(s) for Co-Creation Networks in a Circular Economy
The transition towards circular economy cannot be achieved if
individual agents advance their own interests independently. Companies need to build new collaborative networks for value co-creation. Therefore, identification of what kind of value will be created or destroyed for different partners in the networks is critical. In this presentation, we propose a framework for
mapping multidimensional value in co-creation networks by combining three streams of literature: (1) Circular Economy, (2) Co-Creation and Collaborative networks, (3) Sustainable value creation. The specific contribution of the framework is that it recognizes that the value created in different parts of networks is linked, and the change of value in one link influences others. Moreover, the approach of the paper adds the dimension of circularity into
analyses of value creation.
Ecosystem Innovation for Pharma Supply ChainsShaun West
How can the ecosystem mapping process be improved to develop better understanding of market dynamics for better decision making by investigating two pharmaceutical supply chains?
Problem:
… existing models for supply chains over oversimplify the situation and failing to integrate people, processes and digital technologies
Purpose
… to show the current state of pharma supply chains
… to show how the ecosystem perspective provided new insights
GBX EventsSupply Chain Innovation Summit 2019,Barcelona, 21 November 2019
Shaun West & Michael Huonder
The use of equipment life-cycle analysis to identify new service opportunitiesShaun West
This document describes a methodology used successfully with two manufacturers to identify opportunities for new services based on the equipment life cycle analysis. The workshops began with an introduction to the total cost of ownership approach for equipment over its life cycle. Participants then mapped the life cycle of a car as an example, and the life cycle of their own company's equipment. By considering customer needs and value at each stage, they were able to identify new or additional services not currently offered. This visual approach using a customer value proposition canvas helped manufacturers understand how customer needs change over the equipment life and discover service opportunities.
servicisation and digital convergence 2011 Ian Miles
This document discusses two developments requiring new strategies and capabilities: servicisation and digital convergence. It provides background on both topics, including how servicisation involves manufacturing firms increasingly offering services and how digital convergence involves the merging of previously separate industries like publishing, media, IT, and telecommunications due to shared digital technologies. The document also discusses challenges involved in these transitions and provides examples of firms that have adapted to these changes.
This document discusses service innovation in the water sector in the context of deregulation in England and Wales. It provides definitions of service innovation from literature and proposes a working definition for the water sector. Case studies and interviews with water sector experts explored interpretations of service innovation and examples being implemented. Key findings include that the water sector can improve fundamental business services like billing, customer relations, and data provision. Energy companies were cited as examples of innovative service models around pricing, monitoring, and communication that water companies could emulate.
Digital twin based services for decision support over the product lifecycleShaun West
This presentation is based on an Innosuisse funded project with ten partners to demonstrate how the digital twin can support decision making over the product life cycle.
Industrie 2025, F&E Konferenz zur Industrie 4.0 5 February 2020
Using the perspective of asset management to create value for Smart Operation...Shaun West
To understand the value of the asset management perspective for Smart Services
To provide some examples to show how the perspective of Asset Management can create more value for Smart Operations and Smart Maintenance
Smart Maintenance Conference, Zürich 12-13 February 2020
Services have rapidly become a central topic of both concern and interest in research and business. Both the public and the private sector are facing increasing demand, cost, and quality challenges in their attempts to deliver services effectively and efficiently. The changing structure of the population, growing competition and mobility through globalisation, and new opportunities for services’ digitalisation are among the factors forcing us to re-knit the web of services needed for enabling a sustainable operation environment for companies, providing citizens with adequate conditions for good quality of life, and protecting our environment from overload caused by human activity.
This collection of highlights of VTT’s service research illustrates the versatility of service research. Service research has become a theme under which synthesis of traditionally separate research domains thrives. These range from industrial manufacturing to safety and security, from information and communication technologies to the building sector, and from media studies to public-sector innovations. Service research brings researchers from many disciplines together to discuss innovation, design, development, and adoption of services in diverse domains, enabled by emerging technological breakthroughs.
Mapping Multidimensional Value(s) for Co-Creation Networks in a Circular EconomyAnna Aminoff
Presentation slides of conference paper: Mapping Multidimensional Value(s) for Co-Creation Networks in a Circular Economy
The transition towards circular economy cannot be achieved if
individual agents advance their own interests independently. Companies need to build new collaborative networks for value co-creation. Therefore, identification of what kind of value will be created or destroyed for different partners in the networks is critical. In this presentation, we propose a framework for
mapping multidimensional value in co-creation networks by combining three streams of literature: (1) Circular Economy, (2) Co-Creation and Collaborative networks, (3) Sustainable value creation. The specific contribution of the framework is that it recognizes that the value created in different parts of networks is linked, and the change of value in one link influences others. Moreover, the approach of the paper adds the dimension of circularity into
analyses of value creation.
Ecosystem Innovation for Pharma Supply ChainsShaun West
How can the ecosystem mapping process be improved to develop better understanding of market dynamics for better decision making by investigating two pharmaceutical supply chains?
Problem:
… existing models for supply chains over oversimplify the situation and failing to integrate people, processes and digital technologies
Purpose
… to show the current state of pharma supply chains
… to show how the ecosystem perspective provided new insights
GBX EventsSupply Chain Innovation Summit 2019,Barcelona, 21 November 2019
Shaun West & Michael Huonder
Ogni ORGANIZZAZIONE ha diverse FUNZIONI al suo interno... … anche la tua. Ognuna di queste FUNZIONI fa al meglio il proprio mestiere
Chi vende tende a VENDERE il più possibile Però, una volta venduto, il bene o servizio deve essere fornito al Cliente nei modi e nella qualità attesa.
Chi acquista tende a farlo al MINOR COSTO Però il bene o servizio acquistato deve arrivare nei modi e nella qualità attesa.
Chi produce tende a OTTIMIZZARE LE RISORSE a disposizione Però il prodotto deve essere quello che il Commerciale ha venduto e con la qualità richiesta.
Ora, ogni ORGANIZZAZIONE è strutturata in FUNZIONI ma sono le attività interfunzionali che creano davvero VALORE E queste attività interfunzionali sono i PROCESSI.
I PROCESSI sono "come" una ORGANIZZAZIONE opera ... … anche la tua.
Può operare bene, se i PROCESSI sono EFFICACI Ma può anche non raggiungere l'OBIETTIVO.
Può operare con la massima redditività, se ha dei PROCESSI EFFICIENTI. Ma può anche operare con costi più alti, per esempio, della CONCORRENZA.
E una ORGANIZZAZIONE non può essere più competitività dei suoi PROCESSI.
Ora, le statistiche dicono che 2 PROGETTI DI MIGLIORAMENTO su 3 falliscono PERCHÉ?
MOTIVO #1 "Abbiamo tutto SOTTO CONTROLLO perché abbiamo un GESTIONALE"
Il gestionale tiene sotto controllo PROCESSI COMUNI a tante altre aziende senza tener conto che non è come le altre la tua
MOTIVO #2 L’ottimizzazione dei processi è affidata SOLO a specialisti IT.
Ora, se i processi NON COINVOLGONO persone, bene! Perché i tecnici IT, che hanno a che fare con righe di codice e macro, NON SEMPRE SANNO trattare al meglio con le persone.
MOTIVO L’intervento sui processi NON TIENE CONTO del passato.
Un cambiamento, talvolta, “deve” essere RADICALE Però, in alcuni casi, le MODALITÀ DEL PASSATO avevano (e hanno) una loro ragion d’essere.
Il GESTIONALE è un punto di partenza, gli specialisti IT SONO UTILI per il progetto e se l'INTERVENTO è stato RADICALE, OK! Ma bisogna lavorarci sopra.
Perché bisogna LAVORARCI SOPRA? Perché le aziende portano i libri in tribunale per lo stesso motivo che ha portato all'affondamento del Titanic
Si chiama AUTOREFERENZIALITÀ È la convinzione di fare la “cosa giusta” perché siamo noi stessi a farla e non perché lo sia davvero
Un occhio esterno fornisce una diversa prospettiva E evita l'AUTOREFERENZIALITÀ
Per sapere se i tuoi processi sono efficaci, o come intervenire se non lo sono, mi puoi contattare. Ma prima vorrai sapere quanto dovrai investire
Meno di quello che pensi! Perché l’investimento è una parte del vantaggio economico che ottieni.
Se sei stufo di ASPETTARE perché sai quanto ti COSTA FARLO, puoi contattarmi oggi stesso! franco.pieracci@synergyconsulting.org
Get Social with StarBuzz Social Web Community StarBuzz Weekly
This document summarizes the social media marketing services of Meena Chopra and StarBuzz Community Network. They offer services including blog creation and posting, optimizing Facebook pages and profiles, growing Twitter followers, video uploads to YouTube, and more. Their reach spans over 8 million people across various platforms. Statistics are provided showing large numbers of fans and followers for main Facebook pages and engagement metrics for videos and other content. A variety of work samples and portfolio items are displayed to showcase their work.
Ten Common e-Discovery Mistakes to Avoid in Wage and Hour CasesNadia Brannon
This document outlines 10 common mistakes made during the electronic discovery (e-discovery) process in wage and hour cases. These include not involving the right stakeholders, not collecting enough relevant data, making unrealistic assumptions about the ease of data collection, being imprecise in technical requirements, failing to account for system limitations, assuming things have not changed over time, taking data at face value without validation, misidentifying class members, mishandling personally identifiable information, and making production blunders. The recommendations provided are to plan thoroughly, be inclusive, validate requirements and outputs, understand relevant systems, and verify the accuracy and reasonableness of any data collected or produced.
The document provides information about Meena Chopra's social media marketing services. It summarizes her experience generating buzz across various social media platforms like blogs, Facebook, Twitter, YouTube, and LinkedIn. It highlights key metrics like her Facebook pages reaching over 1.5 million fans. The document also includes screenshots and links showcasing her work setting up pages, groups, profiles, video channels and digital marketing campaigns for clients across social networks to engage audiences and promote brands, events, education centers and more.
The document summarizes the English colonization of North America, focusing on Virginia, New England, and Carolina. It describes the founding and early struggles of Jamestown in Virginia in 1607. It then discusses the Puritan pilgrims who founded Plymouth in 1620 and larger Puritan migration to Massachusetts Bay in the 1630s. The document also outlines the establishment of Carolina in the 1670s, the division into North and South Carolina, and the development of the plantation system focused on rice and indigo production by the 1760s.
The French established colonies in North America focused on fur trading. They established good relations with local Indian groups like the Iroquois to help protect their economic interests from other colonial powers. However, European diseases severely impacted Indian populations. The French colony of New France struggled to become self-sustaining due to a lack of economic opportunities and difficulties attracting permanent settlers from France. Conflicts with British colonies eventually led the French to lose most of their North American territories.
The document discusses themes of trust and determination in the novel The Alienist. It summarizes that throughout the investigation, trust between Roosevelt, Kreizler, Moore and the team members was crucial. It also discusses how the team never lost hope in finding John Beecham and solving the boy whore murders, even when faced with obstacles, due to their determination. In the end, it was this determination that led them to solve the cold case.
Risk management in sanità - cosa ti stai perdendoFranco Pieracci
Il Risk management serve a ridurre i rischi in una organizzazione. E fin qui, tutto bene!
Però l’approccio e i metodi usati sono molto tecnici, ad uso - per lo più - di ingegneri.
Nel Risk management “tradizionale”, applicato in processi e attività in cui la componente umana è significativa, si parla di EVENTO AVVERSO, di ERRORE UMANO e di CRITICITÀ LATENTE. A questo punto avrei già qualcosa da eccepire, ma andiamo avanti! Alla base del Risk management “tradizionale” ci sono i “quasi errori” (near miss). Sono uno degli elementi cardine! In parole povere, ci aspetta che le persone segnalino gli errori di cui sono stati autori o testimoni.
Ma non tutti sono ingegneri! Le persone possono avere delle remore, indotte da loro stessi o dalla organizzazione nella quale lavorano ed essere restii a denunciare i “quasi errori”. In effetti, perché darsi la zappa sui piedi da soli? O perché dare la zappa sui piedi di qualcun altro? Un tale approccio ha buone probabilità di successo in una cultura completamente BLAME FREE (ovvero in cui nessuno viene rimproverato).
Ora, siamo sicuri che la nostra organizzazione sia proprio così? Che lo sia a tutti i livelli? Che lo sia al 100%? Ho i miei dubbi! Allora, perché non usare l’approccio diametralmente opposto? D’altronde, se “TO ERR IS HUMAN” anche “TO IMPROVE IS HUMAN”. E forse anche di più! Perché non parlare di OPPORTUNITÀ LATENTI (invece di CRITICITÀ LATENTE), di INTERVENTO UMANO (invece di ERRORE UMANO) e di MIGLIORAMENTO EFFETTIVO (invece di EVENTO AVVERSO)? Soprattutto, perché non assecondare la naturale propensione dell’essere umano a proporre soluzioni migliorative (anziché chiedergli di sottolineare degli errori, propri o altrui?)? Perché non sostituire il “RISK MANAGEMENT” con l’ “OPPORTUNITY MANAGEMENT”?
“OPPORTUNITY MANAGEMENT” significa avere persone davvero coinvolte e motivate per eliminare rischi e sanzioni che possono compromettere la tua organizzazione. Allontana rischi e sanzioni, cogli le opportunità! Contattami adesso! franco.pieracci@synergyconsulting.org
The Investor Confidence Project (ICP) aims to increase investment in energy efficiency building projects by standardizing processes, increasing transparency, and reducing project risks. The ICP creates an Energy Efficiency Project Framework and Energy Performance Protocol to standardize required elements, procedures, documentation, and measurement of energy savings. This standardization is meant to increase deal flow and reduce costs for building owners, origination partners, energy service companies, and investors involved in the value chain of energy efficiency projects. Participation in the ICP can help the initiative reach critical mass and help specify ICP energy efficiency projects.
This document discusses team building and the benefits of effective teamwork. It defines a team as a group contributing individual skills to achieve common goals. Teamwork requires coming together, keeping together, and working together for success. Examples of successful teams include the Ram Setu construction and medical teams. The document outlines the typical stages of team formation: forming, storming, norming, and performing. It notes the roles of team leaders in controlling, advising, consulting, inspiring, and updating teams. The benefits of teamwork include quick problem solving, improved productivity, distributed workloads, diverse ideas, better decisions, and motivation. The conclusion states that a successful team values unity and equal contribution over individual attributes.
This document outlines social media marketing services including performing audits of clients' online and social media presence, creating integrated social media plans and strategies, setting up and managing social media accounts, developing content for various channels, conducting community management, and analyzing performance. It details the types of social media platforms and tools used as well as services like video production, design work, and training. Pricing information is provided for set up and ongoing maintenance starting at $175 and $125 per month respectively.
We have little time left for testing before a major release in 2 weeks and 1 day. A larger QA team could slow things down, so it may be better to decouple security checks from the release cycle, monitor feedback from current users, and do canary deployments to new segments of users to identify any issues before a full release. It will require a mind shift away from strict control to more flexible steering based on feedback, with a focus on testing what is most important and useful for ensuring success.
Nelle organizzazioni pochi temi sono fondamentali come lo sviluppo dei talenti, la trasmissione efficace dell'esperienza agli altri, la delega ed il controllo. Il Manager Coach riesce a realizzare tutti questi obiettivi nel modo più efficace ed efficiente.
Rut Busting discusses how people can get stuck in ruts in their lives through repetitive routines and habits. It explains that ruts form through repetition over time, leaving a physical impression, and notes that some repetition is necessary but too much can lead to feeling trapped. The article provides strategies for identifying ruts in one's own life, determining if the pain of a rut is enough to change, and techniques for getting out such as changing direction, getting help from others, strengthening oneself, and setting goals to avoid new ruts.
A survey was conducted to understand preferences in genres, characters, music, themes, gender of main characters, and how people want movies to open. The results showed that most respondents preferred romance and comedy genres, cool guy characters, hip hop music, and crime, tragedy, and relationship themes. Most also preferred movies to have female main characters and start with a strong opening scene. More females than males responded to the survey, which may have impacted the overall results.
The document describes several luxury libraries located in Europe. It discusses the Abbey library at Melk, Austria, known for its extensive manuscript collection. It also describes the magnificent library at the Mafra National Palace in Portugal, which is 88 meters long and covered in marble. Finally, it provides details about the Admont Abbey library in Austria, which contains over 70,000 volumes and is the largest monastic library in the world.
This document discusses service systems engineering (SSE). It defines SSE as a trans-disciplinary field that studies enterprise-customer interactions from socio-economic and technological perspectives to enable value co-creation. The document outlines several topics within SSE knowledge areas, including the fundamentals and properties of services, the scope and value of SSE, and SSE stages. It emphasizes that SSE requires collaboration between different stakeholders and resources to prioritize customer satisfaction in service design and delivery.
AN APPROACH FOR A BUSINESS-DRIVEN CLOUDCOMPLIANCE ANALYSIS COVERING PUBLIC SE...ijmpict
The need for process improvement is an important target that does affect as well the government processes. Specifically in the public sector there are specific challenges to face .New technology approaches within government processes such as cloud services are necessary to address these challenges. Following the current discussion of „cloudification“of business processes all processes are considered similar in regards to their usability within the cloud. The truth is, that neither all processes have the same usability for cloud services not do they have the same importance for a specific company.
Ogni ORGANIZZAZIONE ha diverse FUNZIONI al suo interno... … anche la tua. Ognuna di queste FUNZIONI fa al meglio il proprio mestiere
Chi vende tende a VENDERE il più possibile Però, una volta venduto, il bene o servizio deve essere fornito al Cliente nei modi e nella qualità attesa.
Chi acquista tende a farlo al MINOR COSTO Però il bene o servizio acquistato deve arrivare nei modi e nella qualità attesa.
Chi produce tende a OTTIMIZZARE LE RISORSE a disposizione Però il prodotto deve essere quello che il Commerciale ha venduto e con la qualità richiesta.
Ora, ogni ORGANIZZAZIONE è strutturata in FUNZIONI ma sono le attività interfunzionali che creano davvero VALORE E queste attività interfunzionali sono i PROCESSI.
I PROCESSI sono "come" una ORGANIZZAZIONE opera ... … anche la tua.
Può operare bene, se i PROCESSI sono EFFICACI Ma può anche non raggiungere l'OBIETTIVO.
Può operare con la massima redditività, se ha dei PROCESSI EFFICIENTI. Ma può anche operare con costi più alti, per esempio, della CONCORRENZA.
E una ORGANIZZAZIONE non può essere più competitività dei suoi PROCESSI.
Ora, le statistiche dicono che 2 PROGETTI DI MIGLIORAMENTO su 3 falliscono PERCHÉ?
MOTIVO #1 "Abbiamo tutto SOTTO CONTROLLO perché abbiamo un GESTIONALE"
Il gestionale tiene sotto controllo PROCESSI COMUNI a tante altre aziende senza tener conto che non è come le altre la tua
MOTIVO #2 L’ottimizzazione dei processi è affidata SOLO a specialisti IT.
Ora, se i processi NON COINVOLGONO persone, bene! Perché i tecnici IT, che hanno a che fare con righe di codice e macro, NON SEMPRE SANNO trattare al meglio con le persone.
MOTIVO L’intervento sui processi NON TIENE CONTO del passato.
Un cambiamento, talvolta, “deve” essere RADICALE Però, in alcuni casi, le MODALITÀ DEL PASSATO avevano (e hanno) una loro ragion d’essere.
Il GESTIONALE è un punto di partenza, gli specialisti IT SONO UTILI per il progetto e se l'INTERVENTO è stato RADICALE, OK! Ma bisogna lavorarci sopra.
Perché bisogna LAVORARCI SOPRA? Perché le aziende portano i libri in tribunale per lo stesso motivo che ha portato all'affondamento del Titanic
Si chiama AUTOREFERENZIALITÀ È la convinzione di fare la “cosa giusta” perché siamo noi stessi a farla e non perché lo sia davvero
Un occhio esterno fornisce una diversa prospettiva E evita l'AUTOREFERENZIALITÀ
Per sapere se i tuoi processi sono efficaci, o come intervenire se non lo sono, mi puoi contattare. Ma prima vorrai sapere quanto dovrai investire
Meno di quello che pensi! Perché l’investimento è una parte del vantaggio economico che ottieni.
Se sei stufo di ASPETTARE perché sai quanto ti COSTA FARLO, puoi contattarmi oggi stesso! franco.pieracci@synergyconsulting.org
Get Social with StarBuzz Social Web Community StarBuzz Weekly
This document summarizes the social media marketing services of Meena Chopra and StarBuzz Community Network. They offer services including blog creation and posting, optimizing Facebook pages and profiles, growing Twitter followers, video uploads to YouTube, and more. Their reach spans over 8 million people across various platforms. Statistics are provided showing large numbers of fans and followers for main Facebook pages and engagement metrics for videos and other content. A variety of work samples and portfolio items are displayed to showcase their work.
Ten Common e-Discovery Mistakes to Avoid in Wage and Hour CasesNadia Brannon
This document outlines 10 common mistakes made during the electronic discovery (e-discovery) process in wage and hour cases. These include not involving the right stakeholders, not collecting enough relevant data, making unrealistic assumptions about the ease of data collection, being imprecise in technical requirements, failing to account for system limitations, assuming things have not changed over time, taking data at face value without validation, misidentifying class members, mishandling personally identifiable information, and making production blunders. The recommendations provided are to plan thoroughly, be inclusive, validate requirements and outputs, understand relevant systems, and verify the accuracy and reasonableness of any data collected or produced.
The document provides information about Meena Chopra's social media marketing services. It summarizes her experience generating buzz across various social media platforms like blogs, Facebook, Twitter, YouTube, and LinkedIn. It highlights key metrics like her Facebook pages reaching over 1.5 million fans. The document also includes screenshots and links showcasing her work setting up pages, groups, profiles, video channels and digital marketing campaigns for clients across social networks to engage audiences and promote brands, events, education centers and more.
The document summarizes the English colonization of North America, focusing on Virginia, New England, and Carolina. It describes the founding and early struggles of Jamestown in Virginia in 1607. It then discusses the Puritan pilgrims who founded Plymouth in 1620 and larger Puritan migration to Massachusetts Bay in the 1630s. The document also outlines the establishment of Carolina in the 1670s, the division into North and South Carolina, and the development of the plantation system focused on rice and indigo production by the 1760s.
The French established colonies in North America focused on fur trading. They established good relations with local Indian groups like the Iroquois to help protect their economic interests from other colonial powers. However, European diseases severely impacted Indian populations. The French colony of New France struggled to become self-sustaining due to a lack of economic opportunities and difficulties attracting permanent settlers from France. Conflicts with British colonies eventually led the French to lose most of their North American territories.
The document discusses themes of trust and determination in the novel The Alienist. It summarizes that throughout the investigation, trust between Roosevelt, Kreizler, Moore and the team members was crucial. It also discusses how the team never lost hope in finding John Beecham and solving the boy whore murders, even when faced with obstacles, due to their determination. In the end, it was this determination that led them to solve the cold case.
Risk management in sanità - cosa ti stai perdendoFranco Pieracci
Il Risk management serve a ridurre i rischi in una organizzazione. E fin qui, tutto bene!
Però l’approccio e i metodi usati sono molto tecnici, ad uso - per lo più - di ingegneri.
Nel Risk management “tradizionale”, applicato in processi e attività in cui la componente umana è significativa, si parla di EVENTO AVVERSO, di ERRORE UMANO e di CRITICITÀ LATENTE. A questo punto avrei già qualcosa da eccepire, ma andiamo avanti! Alla base del Risk management “tradizionale” ci sono i “quasi errori” (near miss). Sono uno degli elementi cardine! In parole povere, ci aspetta che le persone segnalino gli errori di cui sono stati autori o testimoni.
Ma non tutti sono ingegneri! Le persone possono avere delle remore, indotte da loro stessi o dalla organizzazione nella quale lavorano ed essere restii a denunciare i “quasi errori”. In effetti, perché darsi la zappa sui piedi da soli? O perché dare la zappa sui piedi di qualcun altro? Un tale approccio ha buone probabilità di successo in una cultura completamente BLAME FREE (ovvero in cui nessuno viene rimproverato).
Ora, siamo sicuri che la nostra organizzazione sia proprio così? Che lo sia a tutti i livelli? Che lo sia al 100%? Ho i miei dubbi! Allora, perché non usare l’approccio diametralmente opposto? D’altronde, se “TO ERR IS HUMAN” anche “TO IMPROVE IS HUMAN”. E forse anche di più! Perché non parlare di OPPORTUNITÀ LATENTI (invece di CRITICITÀ LATENTE), di INTERVENTO UMANO (invece di ERRORE UMANO) e di MIGLIORAMENTO EFFETTIVO (invece di EVENTO AVVERSO)? Soprattutto, perché non assecondare la naturale propensione dell’essere umano a proporre soluzioni migliorative (anziché chiedergli di sottolineare degli errori, propri o altrui?)? Perché non sostituire il “RISK MANAGEMENT” con l’ “OPPORTUNITY MANAGEMENT”?
“OPPORTUNITY MANAGEMENT” significa avere persone davvero coinvolte e motivate per eliminare rischi e sanzioni che possono compromettere la tua organizzazione. Allontana rischi e sanzioni, cogli le opportunità! Contattami adesso! franco.pieracci@synergyconsulting.org
The Investor Confidence Project (ICP) aims to increase investment in energy efficiency building projects by standardizing processes, increasing transparency, and reducing project risks. The ICP creates an Energy Efficiency Project Framework and Energy Performance Protocol to standardize required elements, procedures, documentation, and measurement of energy savings. This standardization is meant to increase deal flow and reduce costs for building owners, origination partners, energy service companies, and investors involved in the value chain of energy efficiency projects. Participation in the ICP can help the initiative reach critical mass and help specify ICP energy efficiency projects.
This document discusses team building and the benefits of effective teamwork. It defines a team as a group contributing individual skills to achieve common goals. Teamwork requires coming together, keeping together, and working together for success. Examples of successful teams include the Ram Setu construction and medical teams. The document outlines the typical stages of team formation: forming, storming, norming, and performing. It notes the roles of team leaders in controlling, advising, consulting, inspiring, and updating teams. The benefits of teamwork include quick problem solving, improved productivity, distributed workloads, diverse ideas, better decisions, and motivation. The conclusion states that a successful team values unity and equal contribution over individual attributes.
This document outlines social media marketing services including performing audits of clients' online and social media presence, creating integrated social media plans and strategies, setting up and managing social media accounts, developing content for various channels, conducting community management, and analyzing performance. It details the types of social media platforms and tools used as well as services like video production, design work, and training. Pricing information is provided for set up and ongoing maintenance starting at $175 and $125 per month respectively.
We have little time left for testing before a major release in 2 weeks and 1 day. A larger QA team could slow things down, so it may be better to decouple security checks from the release cycle, monitor feedback from current users, and do canary deployments to new segments of users to identify any issues before a full release. It will require a mind shift away from strict control to more flexible steering based on feedback, with a focus on testing what is most important and useful for ensuring success.
Nelle organizzazioni pochi temi sono fondamentali come lo sviluppo dei talenti, la trasmissione efficace dell'esperienza agli altri, la delega ed il controllo. Il Manager Coach riesce a realizzare tutti questi obiettivi nel modo più efficace ed efficiente.
Rut Busting discusses how people can get stuck in ruts in their lives through repetitive routines and habits. It explains that ruts form through repetition over time, leaving a physical impression, and notes that some repetition is necessary but too much can lead to feeling trapped. The article provides strategies for identifying ruts in one's own life, determining if the pain of a rut is enough to change, and techniques for getting out such as changing direction, getting help from others, strengthening oneself, and setting goals to avoid new ruts.
A survey was conducted to understand preferences in genres, characters, music, themes, gender of main characters, and how people want movies to open. The results showed that most respondents preferred romance and comedy genres, cool guy characters, hip hop music, and crime, tragedy, and relationship themes. Most also preferred movies to have female main characters and start with a strong opening scene. More females than males responded to the survey, which may have impacted the overall results.
The document describes several luxury libraries located in Europe. It discusses the Abbey library at Melk, Austria, known for its extensive manuscript collection. It also describes the magnificent library at the Mafra National Palace in Portugal, which is 88 meters long and covered in marble. Finally, it provides details about the Admont Abbey library in Austria, which contains over 70,000 volumes and is the largest monastic library in the world.
This document discusses service systems engineering (SSE). It defines SSE as a trans-disciplinary field that studies enterprise-customer interactions from socio-economic and technological perspectives to enable value co-creation. The document outlines several topics within SSE knowledge areas, including the fundamentals and properties of services, the scope and value of SSE, and SSE stages. It emphasizes that SSE requires collaboration between different stakeholders and resources to prioritize customer satisfaction in service design and delivery.
AN APPROACH FOR A BUSINESS-DRIVEN CLOUDCOMPLIANCE ANALYSIS COVERING PUBLIC SE...ijmpict
The need for process improvement is an important target that does affect as well the government processes. Specifically in the public sector there are specific challenges to face .New technology approaches within government processes such as cloud services are necessary to address these challenges. Following the current discussion of „cloudification“of business processes all processes are considered similar in regards to their usability within the cloud. The truth is, that neither all processes have the same usability for cloud services not do they have the same importance for a specific company.
AN APPROACH FOR A BUSINESS-DRIVEN CLOUDCOMPLIANCE ANALYSIS COVERING PUBLIC SE...ijmpict
The need for process improvement is an important target that does affect as well the government processes.
Specifically in the public sector there are specific challenges to face .New technology approaches within
government processes such as cloud services are necessary to address these challenges. Following the
current discussion of „cloudification“of business processes all processes are considered similar in regards
to their usability within the cloud. The truth is, that neither all processes have the same usability for cloud
services not do they have the same importance for a specific company.
The most comprehensive process within a company is the corporate value chain. In this article one key
proposition is to use the corporate value chain as the fundamental structuring backbone for all business
process analysis and improvement activities. It is a pre-requisite to identify the core elements of the value
chain that are essential for the individual company’s business and the root cause for any company success.
In this paper we propose to use the company-specific value-creation for the “cloud-affinity” and the
“cloud-usability” of a business process in public sector considering the specific challenges of addressing
processes in cloud services. Therefor it is necessary to formalize the way the processes with its
interdependencies are documented in context of their company-specific value chain (as part of the various
deployment- and governance alternatives (e.g. security, compliance, quality, adaptability)). Moreover, it is
essential in the public sector to describe in detail the environmental / external restrictions of processes..
With the use of this proposed methodology it becomes relatively easy to identify cloud-suitable processes
within the public sector and thus optimize the public companies value generation tightly focused with the
use of this new technology.
Service Design for the private and public sectorJuha Tuulaniemi
SEE Policy Booklets about Service design
This SEE Policy Booklet seeks to answer some fundamental
questions public officials may have about service design: What is service design? What are the benefits of a service design approach? Why engage in service design now? How does service design compare to other innovation methods? What are service design methods and tools? Subsequently, the partners present case studies of service design in the private and public sectors to illustrate service
design processes in practice.
This document provides a rationale for service innovation policies and strategies. It discusses two main arguments for government intervention in service innovation:
1) Market failures - Service firms underinvest in innovation due to an inability to fully capture the benefits of their investments. This leads to suboptimal innovation from a societal perspective.
2) Systemic failures - Service innovation processes are distributed and involve many actors, which can lead to coordination problems across the service innovation system.
The document examines different policy strategies and instruments that governments use to address these market and systemic failures and promote service innovation. It emphasizes that service innovation is distinct from manufacturing innovation in being multi-dimensional, co-created with customers, and arising from distributed innovation processes rather than
Sustainable supply chain management in a circular economy slide shareAnna Aminoff
Presentation slides in KES SDM 2016 conference
Abstract: In the last few years, the circular economy has attracted increasing attention as a way to overcome the problems of the current production and consumption model based on continuous growth and increasing resource throughput. A circular economy is an industrial system that is restorative or regenerative by intention and design. Although supply chains are the key unit of action in the change towards a circular economy, the academic literature on supply chain management approaches in a circular economy is very much in its infancy. However, two distinct literature streams, namely sustainable supply chain management and product service systems, seem to offer valua-ble insights into the investigation of supply chain management in a circular economy. The aim of this paper is to analyse the main characteristics and challenges of supply chain management in a circular economy and identify how these two literature streams can contribute to researching it.
The role of manufacturing operations is the process of beginning a production process to a task of final assem-bly, with increased reliance on a significant number of supply chain participants who have differing objectives, perspectives and processes. However, an effective partnering between companies and their suppliers remains a key to lean supply chain management excel-lence. A lean supply chain offers competitive advantage to the suppliers, therefore the need for the Nigerian mar-ket to embrace the idea of lean based supply chain system. This paper examines the prospects of transforming from the traditional supply chain system to a lean supply chain system in Nigeria. But it is noted that the process could be tasking. It was observed that to succeed in lean supply chain management, organizations must be willing to share risks and rewards, and to build the underlying infrastructure to apply these tools. In this paper it was resounded that the rewards could be in-flaming as various benefits such as a stronger costumer, supplier relationship, increased competitive advantage with velocity of supply etc, applies. It is concluded that, to the Nigerian economy it will be increased cash flow from the costumers and increased market forces.
This document summarizes a presentation on combining creativity and efficiency in service innovation. The presentation discusses:
1) What service innovation is and why it is important for economic growth and competitiveness.
2) Combining customer-driven and employee-driven innovation approaches to develop new services.
3) Using foresight and futures tools to help innovators design services to meet future customer needs.
4) The need for policy support to promote service sector innovation.
This document summarizes a study on business catalysts that enable circular economy business within industrial networks. The study identifies six key types of business catalysts: 1) exchange catalysts that create supply and demand, 2) value creation catalysts, 3) competence catalysts, 4) business model catalysts, 5) collaboration catalysts, and 6) market creation catalysts. These catalysts can initiate and enhance circular economy technology and innovation business by addressing barriers identified in previous research. The findings contribute to research on business networks, sustainability, and the transition to a circular economy by providing a comprehensive set of drivers to accelerate circular business models and sustainable growth across industries.
IRJET- A Literature Review on How Lean Manufacturing used as a Tool in Servic...IRJET Journal
This document provides a literature review on how lean manufacturing concepts have been applied in the service industry. It first discusses how lean originated in manufacturing at Toyota and has since been applied more broadly. It then reviews several studies that implemented lean tools and techniques in various service sectors like education, healthcare, finance, telecommunications and hospitality. The studies found benefits like improved customer satisfaction, reduced costs and waste, shorter lead times and process cycle times. However, implementing lean in services also faces some challenges due to differences from manufacturing. Overall, the literature shows that lean thinking can provide value to service industries by helping increase quality and reduce costs to better meet customer demands.
This document discusses business process modeling in healthcare using the Business Process Modeling Notation (BPMN) standard. The main challenges of business process modeling in healthcare include defining complex healthcare processes, accounting for the multi-disciplinary nature of healthcare work, handling the flexibility and variability of healthcare activities, enabling interoperability between information systems, and accommodating continuous changes in scientific knowledge. The authors describe applying BPMN to model healthcare processes and discuss how process modeling can help optimize processes, increase transparency, and improve quality assurance in healthcare institutions.
'활동적 고령화를 위한 디자인 주도 혁신'
Making ageing better
DAA : Design led Innovations for Active Ageing
연구기간 : 2012년초~2014년 3월.
예산 : 약 30억원.(2.18백만유로)
배경 : 세계디자인수도 헬싱키 2012의 일환으로 추진된 프로젝트
목적 : 서비스디자인 방법으로 디자인적 문제발견, 솔루션 제시를 함으로써 공공부문 혁신 솔루션으로서 디자인 역할의 발견
헬싱키, 바르셀로나, 베를린, 스톡홀롬 등 유럽 8개 도시에서 수행되었던 '활동적 고령화' 프로젝트 - DAA(Design led Innovations for Active Ageing) 사례 소개
보고서 출처 : http://www.culminatum.fi/tiedostot/upl/DAAbooklet100414.pdf
The Expert Group on e-Invoicing has been making progress on developing a European e-Invoicing Framework. They have established three work streams: developing business requirements, simplifying the legal/regulatory framework, and establishing network solutions and standards. They have held three meetings so far and are on track to deliver a mid-term report in 2008 and the final European e-Invoicing Framework by the end of 2009. The framework aims to establish common structures to support interoperable e-Invoicing across Europe and help realize an estimated 238 billion euros in cost savings.
Openconf Einvoicing Status Report Final[1]Friso de Jong
The Expert Group on e-Invoicing has been making progress on developing a European e-Invoicing Framework. They have established three work streams: developing business requirements, simplifying the legal/regulatory framework, and establishing network solutions and standards. They have held three meetings so far and are on track to deliver a mid-term report in 2008 and the final European e-Invoicing Framework by the end of 2009. The framework aims to establish common structures and recommendations to support interoperable e-invoicing across Europe.
Industry - and firm-level research into both innovations and productivity has long been limited to manufacturing. With this paper, we aim to contribute to the stream of literature that aims at extending the scope of such investigations to the services industry. To this end we analyze the innovation strategies in several service sectors in Poland in 2008 and examine their relationship to productivity. Our results show that service firms differ considerably in their innovation strategies, but that most of those strategies lead to productivity gains.
Authored by: Wojciech Grabowski, Krzysztof Szczygielski
Published in 2012
DC10 Walter Ganz - keynote - The challenge of testing innovative servicesJaak Vlasveld
Walter Ganz from the Fraunhofer Institute for Industrial Engineering is presenting at the DC10 Service Innovation Congress, organized by Exser and partners. See http://www.exser.nl/jaarcongres/ for more information.
A Digital Maturity Model for Telecommunications Service Providersomarvl
This article presents the findings of a research project to develop such a framework: the digital maturity model for telecommunications service providers. The model aims to offer a structured view of digital transformation that is specific to the context and challenges of the telecommunications industry and that can be used as a standard to help communications service providers benchmark themselves against peers or themselves as they advance their transformation.
2. 2 Angelini et al/ Procedia CIRP 00 (2014) 000–000
TRIZ and (more generally speaking) Systematic Innovation
methodologies are a natural candidate to support activities
like the analysis of the context in a comprehensive and yet
manageable way, the proposal of innovative services capable
to raise the perceived benefits from an user perspective, the
identification of the directions for overcoming emerging
obstacles.
However, despite some scholars have already proposed
specific works aimed at demonstrating the potential synergy
between TRIZ and PSS initiatives, there are no established
practices, nor significant joined research projects in the
domain.
This paper reports about a real industrial experience in the
field of postal services. Beyond the potential specific interest
for this application field, the readers might find it interesting
as a further attempt to contribute to service innovation
research. Among the others, sharing a larger number of best
practices will allow deriving more general criteria and
procedures.
Therefore, the paper first overviews published
contributions about the application of TRIZ for service
innovation. Then, it introduces the Italian company
Posteitaliane and its recent moves in this domain.
Furthermore, a specific presentation of its innovative service
infrastructure is provided, before stepping into the concluding
remarks.
Nomenclature
DP Design Parameters
FR Function Requirements
PSS Product-Service-System
VOC Voice Of the Customer
QFD Quality Function Deployment
FMEA Failure Mode and Effect Analysis
RPN Root Priority Number
2. TRIZ for service innovation: related art
The transition from product to PSS has emerged as a
logical consequence of the increased attention to
user/customer need. The implications are multiple and involve
the entire product cycle: among the others, the manufacturing
focus is shifting from flexibility in production to velocity in
customer delivery; the quality focus is transferred from a
factory setting to a customer-centric focal point [7]. Such
enhanced attention for the delivery of value to customers
cannot be fulfilled just with the sale of a product. On the
contrary, the product is just an element of a more complex
and articulated system, namely a PSS. Therefore, the
transition from product innovation to PSS innovation comes
very swift. Besides, while at the beginning of the servitization
process, any attention to a PSS perspective could lead to
valuable outcomes, nowadays purely intuitive service
innovation initiatives can bring to a dramatic market failure.
Not surprisingly, several methods and tools have been
proposed in literature, as well as many consultants offer
coaching and support services for PSS implementation.
Among the others, one of the first comprehensive approaches
is MEPSS, Methodology for Product-Service-Systems, that
was developed within a FP5 European project and now
appears as a free online tool for creating innovative PSS
offerings (http://www.mepss.nl). Other methods of the like
are Kathalys, Innopse, Eco-efficient PSS.
Despite those methods certainly contributed to create a
structured approach to PSS development, they still appear as
weak at supporting the concept definition phase, which still is
the most important stage in product and service development
processes. [6]. In fact, several scholars have addressed this
issue, so as to embrace the most characteristic feature of a
PSS.
In this perspective, some works propose the integration of
TRIZ into the PSS concept definition phase: Kim and Yoon
suggest a combined QFD and TRIZ approach for PSS concept
generation [6]; Ericson et al. try to link the needs, as
formulated in the economic theory, with requirements
expressed in the form of the 39 TRIZ parameters [4]; a
customized contradictions matrix for PSS innovation appears
also in [3].
Overall, detailed surveys on PSS as [2] reveal that the
research in the field still is in a kind of emerging phase, with
not harmonized terminology, no shared reference models,
promising but not integrated methods and tools, and above all
very limited documented experiences of industrial practice.
The latter is considered an essential resource to identify
weaknesses and limitations of current approaches and to
direct the research efforts.
This paper brings a contribution in this direction, by
describing a real comprehensive experience on service
innovation, and specifically on the adoption of systematic
tools as TRIZ for service conceptual design. In the intention
of the authors, both the description of the project and the
balance about the benefits provided by the adopted methods
and tools can provide meaningful insights to the researchers in
the field, as well as to other practitioners interested in PSS
development.
3. A pilot experience in Posteitaliane
Posteitaliane is the largest service operator in Italy that,
with 26 billion Euro revenues and 143.000 employees,
provides mail, parcel, logistics, financial, insurance and
telecommunication services.
In the last 10 years the world’s postal market has been
characterized by a continuous decline of mail volumes (up to
10% per year), due to technological substitution issues
(internet, email, electronic billing, PEC, tablets, etc.).
In order to overcome the effect of this decline,
Posteitaliane has pursued a differentiation strategy that
allowed the Group to achieve a constant revenues increase
(Fig. 1), thanks to the development of banking, insurance,
telco and digital services.
Moreover, in the last years, the e-Commerce market has
been growing, and e-Government is becoming a quite
interesting opportunity for an integrated service provider like
Posteitaliane.
It is worth to say that e-Commerce includes not only the
delivery of goods purchased on the internet, but also to goods
3. Angelini et al / Procedia CIRP 00 (2014) 000–000 3
collection and replacement (i.e. electronic devices swap), data
collection, contracts and document gathering, payments, etc.
Similarly eGovernment services refer to all those functions
delivered to citizens in public offices and that could be
offered at home thanks to an operator like a postman equipped
with the right tools.
The last mile delivery network of Posteitaliane is a team of
approximately 40,000 employees that every day work to serve
about 16millions of delivery points. Today 85% (100% by the
end of 2014) of postmen are equipped with a rugged
smartphone, a printer and a POS by the end of 2014.
In the last two years, the engineering team of the delivery
network department worked in order to reengineer all delivery
services. A critical requirement for any innovation process to
introduce at Posteitaliane is the ease of application by the
available human resources, i.e. wide experience in the mail
business, but without strong engineering and technical skills.
Furthermore, the innovative applications for eCommerce and
eGovernment have to suit the network complexity and the
variety and number of Posteitaliane customers.
The strategic objective of the company was then
formulated as the reengineering of all the delivery services
(hundreds of customized services) into two main families of
services, each made by modules that could be assembled and
configured according to customers’ needs.
4. The innovative Service Infrastructure at Posteitaliane
Given the above-presented context, the innovation
initiative at Posteitaliane was focused on a business process
reengineering of most of its services. The whole market
consists of a large number of customers and needs that are
usually stated as a set of specific business problems, each
solved individually (with the exception of the simple massive
shipments). This approach becomes harder and harder as soon
as the customer base and the service complexity increase.
Besides, two contradictions appear as system bottlenecks and,
as such, must be overcome:
1. Overall project time and effort consumption increase
with number of customers, but time and resources
available for each customer decrease;
2. Customers require complex services, but operators wish
simple and standard activities.
However, if each B2B, B2C customer has specific needs
that imply a huge amount of specific problems, it is worth
noticing that a complete mapping of customers’ needs points
out that a limited set of service needs recurs and can be
assumed as a reference target (Fig 2).
Starting from this observation, the most recurring problem
has been abstracted in order to allow the search for models of
a general solution through the TRIZ knowledge base. Thus,
the general solution, configured with specific parameters
related to each Customer, identifies the specific solution itself.
As a result, it has been obtained the “dynamization” of the
infrastructure that allows complex services just thanks to
combinable and configurable service modules.
The following paragraphs describe through a short
example the main four steps of the TRIZ-based service
reengineering that were used in this project.
4.1. Desired Service Descriptions
At the beginning of the project, the use of QFD in order to
translate the Voice Of the Customer (VOC) was sufficiently
consolidated, but needs and solutions (to meet those needs)
were frequently confused by engineering people.
In order to overcome this issue, it has been adopted the
approach suggested by Vermaas [10], particularly the so-
called “intentional description” (Customer’s Goal, Actions
that must be performed in order to achieve Customer’s Goal,
Functions that enable Actions): each service to be designed is
described in a manner that allows the identification of every
single function that must be delivered (and re-used for other
services).
Fig. 1 Corporate revenue of national postal services: Posteitaliane’s
differentiation strategy led to a significant revenue increase despite mail
volumes decline (IT - top left corner).
Fig. 2 Schematic representation of the Configurable Service Infrastructure of
Posteitaliane.
4. 4 Angelini et al/ Procedia CIRP 00 (2014) 000–000
This first step has been found quite useful, because it
forced the team to distinguish between the description of
Customer’s needs and the identification of the possible ways
to meet them (Fig 3).
4.2. Design Axioms
Once the Actions/Functions had been described, it was
necessary to understand if they were well-stated, especially
because “service infrastructure modularity” means
“independent functions”. The analysis was carried out
according to Axiomatic Design [8], that is in an ideal design a
system that satisfies two axioms:
• Axiom 1 - the Independence Axiom: maintain the
independence of the Functional Requirements (FRs);
• Axiom 2 - the Information Axiom: minimize the
information content of the design.
The application of a first analysis according to Axiom 1 led
to the FR-DP matrix (Functional Requirements-Design
Parameters) that was neither diagonal (uncoupled design), nor
triangular (decoupled design, that is uncoupled according a
specific actions order), as shown in Table 1: FRs were
dependent each other.
Table 1 An example of FR-DP matrix.
Recipient
sign
Identity Card (or
driving license)
Contract
Deliver X X
Collect X X X
Transmit X X
Axiom 2 generally refers to systems whose parameters can
be measured, but in services design it is often necessary to
work with a qualitative approach. So, in order to define a sort
of information content value, it was used the Root Priority
Number (failure frequency x severity x detectability) obtained
from the FMEA performed on the service process.
Taking into consideration that logistics services are
typically made of a chain of elementary service modules, a
third axiom has been postulated:
• Axiom 3 – the Chain Axiom: all state variables (of all
functions) related to a transaction service can be obtained
thanks to its transaction-Id.
The main consequence of the Chain Axiom is that a good
design cannot lead to a diagonal FR-DP matrix, but mostly to
a triangular one.
4.3. Design Contradictions Mapping
An ideal design cannot violate the three axioms, but in the
early stages of a design process, several issues must be
addressed. Such issues were represented in terms of physical
contradictions in order to reduce them into something that
could be dealt with TRIZ knowledge based problem solving.
Physical contradictions were preferred to technical ones
because problems analyzed in this experience were lent to be
represented as pairs of opposite characteristics [A; nonA] as
shown in Table 2. Conversely, technical systems offer more
opportunities to represent contradictions in terms of
parameters.
Table 2 An example of contradictions due to axioms violation.
Contradicted
Axiom
Contra-
diction
#
Characteristic
A
Characteristic
Non A
Applied
Inventive
Principle
Axiom 1 1 Check identity
card
Do not check
identity card
10
2 Collect doc Do not collect
doc
17
3 Open envelop Do not open
envelop
8,
10,
23
Axiom 2 4 Recipient at
home
Recipient not at
home
8
5 Recipient with
identity card
Recipient
without identity
card
17
6 Transmit
document
Do not transmit
document
3,
9
Axiom 3 7 Actions
reducible to a
single
transaction
Actions not
reducible to a
single
transaction
3
4,19
8 Postman has
minimum
needed
information
Postman hasn’t
minimum
needed
information
5,
8,
10,
13
4.4. Contradictions Overcoming
Problems stated in this manner were manageable with
TRIZ tools, such as the 40 principles, but two main issues
made the work harder than expected mainly because:
• familiarity with TRIZ tools of most of team members was
inadequate to project purpose;
• many principles were not directly applicable to such kind
of problems without a deeper investigation of their suitable
interpretation in the field.
The issue were addressed by reducing the 40 principles to
24 (essentially eliminating those related to physical-chemical-
magnetic problems) and translated them into a language that
was closer to the one used in services and logistics. The 24
adopted principles are listed in Appendix 1. The right end
column of Table 2 shows which of the 24 principle were used
to overcome each contradiction.
Fig. 3 An example of service description.
5. Angelini et al / Procedia CIRP 00 (2014) 000–000 5
With these tools the team was challenged to reduce
coupled designs to decoupled ones as shown in Table 3.
Table 3 An example of FR-DP triangular matrix after some problem solving
session.
Recipient
sign
Identity Card (or
driving license)
Contract
Deliver X
Collect X X
Transmit X
4.5. Some results
The described process led to a conceptual design of a
modular service platform that permitted to implement the
corresponding service infrastructure. Applying a QRCode on
each letter or parcel item a good improvement of system
completeness in terms of controllability has been achieved:
each peace tells to operator its specific workflow thanks to a
QRCode (that was the solution found working with the “the
other way round” principle – the mail items tells the system
what to do, instead the system).
The result was surprisingly satisfactory because the
conceptual design was produced by the team in a few weeks.
The team felt engaged in an iterative design process of
problem formulation-solution in which they could apply their
specific and wide knowledge.
Now the method formulation must be consolidated with the
gained experience. It must be investigated the preparation of
the development requirements for the IT department, because
it is not clear enough how the defined approach could be
adapted in this contest.
5. Discussion and conclusions
This paper describes a business process reengineering
experience at Posteitaliane aimed at proposing innovative
services with a systematic approach. The project, which has
been carried out for two years already and it’s still under
further development, can be considered as a fruitful
combination of state-of-the-art methodological approaches
and tools with industrial needs in a context of dramatic
reduction of traditional businesses and urgency for innovative
solutions.
In detail, the service reengineering project has constituted
an extended test case for the application of QFD, functional
analysis, TRIZ and Axiomatic Design to service innovation.
The training and initial coaching within the engineering
team of Posteitaliane delivery network department was
conducted by the Italian Center of Competence for Systematic
Innovation of Fondazione Politecnico. Then the team
autonomously decided the preferred techniques and tools to
be adopted more extensively in service innovation activities.
Such clear distinction between the role of the trainers (i.e.
focused on the proposal of methods and tools) and the role of
the final users of those methods (i.e. the team at Posteitaliane
who selected and customized their innovation toolkit) can be
considered a best practice worthy of consideration also by
other players.
Besides, the overall experience contributes to the collection
of real industrial applications of systematic innovation
techniques to service innovation; ultimately, this can then
have a positive impact also on the scientific research in the
field.
Acknowledgements
The authors would like to thank: Prof. Agostino La Bella
of University "Tor Vergata" for the PhD tutorship; Dott. Furio
Stazi, Simone Di Santo e Valeria Greco of Posteitaliane for
their fundamental contribution to the development of the ideas
behind this work; Dott. Francesca di Rienzo of SAP for the
suggestions on how to handle events chains; Yuri Borgianni
and Filippo Silipigni of the Italian Center of Competence for
Systematic Innovation for their contribution in the
implementation of the first training and coaching activities in
Posteitaliane.
References
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15(6), 515–540.
[2] Cavalieri S., Pezzotta G., Product–Service Systems Engineering: State of
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Appendix 1: Subset of 24 Inventive Principles adapted from Classical TRIZ for service innovation.
# 40 Principles Revised Principles Application mode #
1 Segmentation Segmentation
modularize
1
make pluggable
2 Taking out Taking out
extirpate
2
simplify
3 Local quality Local quality 3
5 Merging Merging
standardize
4
organize
ally
link
6 Universality Universality
universalize
5
prune
7 Russian dolls Russian dolls
nest processes
6
nest objects
8 Anti-weight Anti-weight 7
10 Preliminary action Preliminary action
prepare
8
prevent
11 Beforehand cushioning Beforehand cushioning
redound
9
compensate
decouple
alarm
pokayoke
13 "The other way round" "The other way round"
rearrange
10reverse actions
invert flows
14 Spheroidality - Curvature 11
15 Dynamics Dynamics 12
16 Partial or excessive actions Partial or excessive actions
skip
13
exceed
17 Another dimension Another dimension
reduce
14
increase
19 Periodic action Periodic action
tune
15
pulse
change pace
break
make continuous
24 Intermediary Intermediary 16
26 Copying Copying 17
27 Cheap short-lived objects Cheap short-lived objects 18
32 Colour changes Colour changes
underline
19
make readable
33 Homogeneity Homogeneity 20
34 Discarding and recovering Discarding and recovering 21
35 Parameter changes Parameter changes
change
22aggregate
configure
Extra
Principles for overcoming
Physical Contradictions
Separation
space
23
time
Transformation 24