The document summarizes key aspects of service design and waiting line analysis. It discusses the growing service economy and characteristics of services. The service design process involves defining a service concept and package. Tools for design include service blueprints and waiting line models. Waiting line models analyze factors like arrival rates, service times, and number of servers. Having multiple servers can reduce wait times compared to a single server.
It defines the relations, promises and marketing efforts between the three key stakeholders in services marketing - companies, providers (employees), and customers. Internal marketing is done between company and providers, external marketing is performed between companies and customers, and interactive marketing takes place between customers and providers.Marketing service triangle plays a very important role in service industries.
It defines the relations, promises and marketing efforts between the three key stakeholders in services marketing - companies, providers (employees), and customers. Internal marketing is done between company and providers, external marketing is performed between companies and customers, and interactive marketing takes place between customers and providers.Marketing service triangle plays a very important role in service industries.
Offering a unique service which was not not earlier offered into the market is called new service and the process of designing such new service is called New Service Development.
A form of product that consists of activities, benefits or satisfactions offered for sale that are essentially intangible and do not result in the ownership of anything. The government sector, with its court, employment services, hospitals, loan agencies, military services, police and fire department, postal service and schools, in the service business. An essential ingredient to any service provision is the use of appropriate staff and people. Refers to the systems used to assist the organization in delivering the service. Where is the service being delivered? Physical Evidence is the element of the service mix.
Integrated service marketing communication with exampleRadhika Venkat
This presentation covers the integrated service marketing communication tools and as well as the role of communication tools for service industry.
It also covers the example relating the successful mix of communication for HOTEL MARISOL.
Offering a unique service which was not not earlier offered into the market is called new service and the process of designing such new service is called New Service Development.
A form of product that consists of activities, benefits or satisfactions offered for sale that are essentially intangible and do not result in the ownership of anything. The government sector, with its court, employment services, hospitals, loan agencies, military services, police and fire department, postal service and schools, in the service business. An essential ingredient to any service provision is the use of appropriate staff and people. Refers to the systems used to assist the organization in delivering the service. Where is the service being delivered? Physical Evidence is the element of the service mix.
Integrated service marketing communication with exampleRadhika Venkat
This presentation covers the integrated service marketing communication tools and as well as the role of communication tools for service industry.
It also covers the example relating the successful mix of communication for HOTEL MARISOL.
Buku kecil tentang Six Sigma dengan bahasa sederhana. Redesigned dari versi sebelumnya.
Download, share, print, pelajari dan implementasikan!
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If you work with services, whether in technology, physical or human services, this talk will give you a high level understanding of the Service Design process and how you can use simple tools to find a problem worth solving, and solve it well.
Note: If you are an experienced service designer you may find the content fairly high level :)
A talk I gave at UX People 2013 as an attempt to demystify the term 'Service Design'. I talked about the methodologies and tools that service designers use, as well as the attitudes and skills requires to practice the discipline.
In operation research this is one of the intresting area which having lot of applications to apply in our real life. it can be used for both the service and manufacturing industry.
Queueing theory is the mathematical study of waiting lines, or queues. A queueing model is constructed so that queue lengths and waiting time can be predicted
3PLs are a virtually perfect competitive business model. With highly variable costs to revenue, it is challenging to make a 3PL company thrive. Here is some research we have done with Lean Transit to achieve remarkable progress towards making 3PLs more profitable.
A presentation on Nastel AutoPilot's capabilities for advanced application analytics. Based on Complex Event Processing (CEP) it provides early warning about potential or actual problems across multiple data sources - and it does it in real-time.
1. Chapter 5
SSeerrvviiccee DDeessiiggnn
Beni Asllani
OOppeerraattiioonnss MMaannaaggeemmeenntt -- 66tthh EEddiittiioonn
Roberta Russell & Bernard W. Taylor, III
University of Tennessee at Chattanooga
2. LLeeccttuurree oouuttlliinnee
Service economy
Characteristics of services
Service design process
Tools for service design
Waiting line analysis for service
improvement
5-2
5. CChhaarraacctteerriissttiiccss ooff SSeerrvviicceess
Services
acts, deeds, or performances
Goods
tangible objects
Facilitating services
accompany almost all purchases of goods
Facilitating goods
accompany almost all service purchases
5-5
6. CCoonnttiinnuuuumm ffrroomm GGooooddss ttoo SSeerrvviicceess
5-6
Source: Adapted from Earl W. Sasser, R.P. Olsen, and D. Daryl Wyckoff,
Management of Service Operations (Boston: Allyn Bacon, 1978), p.11.
7. Characteristics of Services (cont.)
Services are
intangible
Service output is
variable
Services have higher
customer contact
Services are
perishable
Service inseparable
from delivery
Services tend to be
decentralized and
dispersed
Services are
consumed more often
than products
Services can be easily
emulated
5-7
9. Service Design Process (cont.)
Service concept
purpose of a service; it defines target market and
customer experience
Service package
mixture of physical items, sensual benefits, and
psychological benefits
Service specifications
performance specifications
design specifications
delivery specifications
5-9
11. High v. Low Contact Services
5-11
Design
Decision
Facility
Convenient to
location
customer
High-Contact Service Low-Contact Service
Near labor or
transportation source
Facility
layout
Must look presentable,
accommodate
customer needs, and
facilitate interaction
with customer
Source: Adapted from R. Chase, N. Aquilano, and R. Jacobs, Operations Management for Compensative
Advantage (New York:McGraw-Hill, 2001), p. 210
Designed for
efficiency
12. High v. Low Contact Services (cont.)
Quality control More variable since customer
is involved in process;
customer expectations and
perceptions of quality may
differ; customer present when
defects occur
5-12
Design
Decision
High-Contact Service Low-Contact Service
Measured against established
standards; testing and
rework possible to correct
defects
Capacity Excess capacity required to
handle peaks in demand
Source: Adapted from R. Chase, N. Aquilano, and R. Jacobs, Operations Management for Compensative
Advantage (New York:McGraw-Hill, 2001), p. 210
Planned for average
demand
13. High v. Low Contact Services (cont.)
Design Decision High-Contact Service Low-Contact Service
Worker skills Must be able to interact
well with customers and
use judgment in decision
making
Technical skills
Scheduling Must accommodate
customer schedule
Source: Adapted from R. Chase, N. Aquilano, and R. Jacobs, Operations Management for Compensative
5-13
Advantage (New York:McGraw-Hill, 2001), p. 210
Customer
concerned only
with completion
date
14. High v. Low Contact Services (cont.)
Service
process
Mostly front-room
activities; service may
change during delivery in
response to customer
5-14
Design
Decision
High-Contact Service Low-Contact
Service
Mostly back-room
activities;
planned and
executed with
minimal
interference
Service
package
Varies with customer; includes
environment as well as actual
service
Source: Adapted from R. Chase, N. Aquilano, and R. Jacobs, Operations Management for Compensative
Advantage (New York:McGraw-Hill, 2001), p. 210
Fixed, less
extensive
15. TToooollss ffoorr SSeerrvviiccee DDeessiiggnn
Servicescapes
space and function
ambient conditions
signs, symbols, and
artifacts
Quantitative techniques
Service blueprinting
line of influence
line of interaction
line of visibility
line of support
Front-office/Back-office
activities
5-15
18. EElleemmeennttss ooff WWaaiittiinngg LLiinnee AAnnaallyyssiiss
Operating characteristics
average values for characteristics that describe
performance of waiting line system
Queue
a single waiting line
Waiting line system
consists of arrivals, servers, and waiting line
structure
Calling population
source of customers; infinite or finite
5-18
20. EElleemmeennttss ooff
WWaaiittiinngg LLiinnee AAnnaallyyssiiss ((ccoonntt..))
Arrival rate (λ)
frequency at which customers arrive at a waiting line
according to a probability distribution, usually Poisson
Service time (μ)
time required to serve a customer, usually described by
negative exponential distribution
Service rate must be shorter than arrival rate (λ < μ)
Queue discipline
order in which customers are served
Infinite queue
can be of any length; length of a finite queue is limited
5-20
21. EElleemmeennttss ooff
WWaaiittiinngg LLiinnee AAnnaallyyssiiss ((ccoonntt..))
Channels
number of
parallel
servers for
servicing
customers
Phases
number of
servers in
sequence a
customer
must go
through
5-21
24. PPssyycchhoollooggyy ooff WWaaiittiinngg
Waiting rooms
magazines and
newspapers
televisions
Bank of America
mirrors
Supermarkets
magazines
“impulse purchases”
5-24
Disney
costumed characters
mobile vendors
accurate wait times
special passes
25. PPssyycchhoollooggyy ooff WWaaiittiinngg ((ccoonntt..))
Preferential treatment
Grocery stores: express lanes for customers with
few purchases
Airlines/car rental agencies: special cards available
to frequent-users or for an additional fee
Phone retailers: route calls to more or less
experienced salespeople based on customer’s
sales history
Critical service providers
services of police department, fire department, etc.
waiting is unacceptable; cost is not important
5-25
26. WWaaiittiinngg LLiinnee MMooddeellss
Single-server model
simplest, most basic waiting line structure
Frequent variations (all with Poisson arrival
rate)
exponential service times
general (unknown) distribution of service times
constant service times
exponential service times with finite queue
exponential service times with finite calling
population
5-26
27. BBaassiicc SSiinnggllee--SSeerrvveerr MMooddeell
Assumptions
Poisson arrival rate
exponential service
times
first-come, first-served
queue
discipline
infinite queue length
infinite calling
population
Computations
λ = mean arrival rate
μ = mean service rate
n = number of
customers in line
5-27
28. BBaassiicc SSiinnggllee--SSeerrvveerr MMooddeell ((ccoonntt..))
probability that no customers
are in queuing system
probability of n customers in
queuing system
average number of customers
in queuing system
average number of customers
in waiting line
5-28
λλ
P = 1 ––
0 ( ) μμ
( λλ ) n λλ n
P = n λλ
∙∙ P( =
0 )( ) 1 ––
μμ μμ
μμ
L =
λλ
μμ –– λλ
Lq =
λλ2
μμ (μμ –– λλ)
29. BBaassiicc SSiinnggllee--SSeerrvveerr MMooddeell ((ccoonntt..))
average time customer
spends in queuing system
average time customer
spends waiting in line
probability that server is busy
and a customer has to wait
(utilization factor)
probability that server is idle
and customer can be served
5-29
1 L
μμ –– λλ λλ
W = =
λλ
μμ (μμ ––
λλ )
Wq =
λλ
μμ
ρρ =
I = 1 –– ρρ
λλ
μμ
= 1 –– =
P0
32. SSeerrvviiccee IImmpprroovveemmeenntt AAnnaallyyssiiss
waiting time (8 min.) is too long
hire assistant for cashier?
increased service rate
hire another cashier?
reduced arrival rate
Is improved service worth the cost?
5-32
34. AAddvvaanncceedd SSiinnggllee--SSeerrvveerr MMooddeellss
Constant service times
occur most often when automated equipment or
machinery performs service
Finite queue lengths
occur when there is a physical limitation to length of
waiting line
Finite calling population
number of “customers” that can arrive is limited
5-34
36. BBaassiicc MMuullttiippllee--SSeerrvveerr MMooddeell
single waiting line and service facility with
several independent servers in parallel
same assumptions as single-server model
sμ > λ
s = number of servers
servers must be able to serve customers faster than
they arrive
5-36
37. BBaassiicc MMuullttiippllee--SSeerrvveerr MMooddeell ((ccoonntt..))
probability that there are no customers in system
1 λ n 1 λ s sμ
n! μ s! μ sμ - λ ( ) ( )( ) n = s – 1
n = 0
probability of n customers in system
5-37
1 λ n
s!sn – s μ
1 λ n
n! μ ( ) { ( )P0, for n > s
P0, for n ≤
s
Pn
=
1
P0
= Σ+
38. BBaassiicc MMuullttiippllee--SSeerrvveerr MMooddeell ((ccoonntt..))
probability that customer must wait
5-38
( ) 1 λλ s sμμ
s! μμ sμμ ––
λλ
Pw =
P0
λλμμ (λλ/μμ)s
λλ
(s –– 1)! (sμμ –– λλ)2
μμ
L =
P0 +
L
λλ
W =
Lq = L ––
λλ
μμ
1 Lq
μμ λλ
Wq = W –– =
ρρ =λλ
sμμ