Dr. Moira Scerri presented on developing a new model for measuring productivity in service and network-based firms. She discussed limitations of existing models, including their inability to account for multiple operating environments, networks, and bidirectional interactions. Her new model, called SEPIA, addresses these limitations by incorporating five stakeholders, customer input, and bidirectional exchanges. It also positions productivity in the social domain and recognizes convergence of resources rather than linear flows. Future research will involve further developing aspects of all stakeholders and network configurations to better measure productivity across different contexts.
A comprehensive presentation about Psychocutaneous disorders taken from Rook's textbook of dermatology, along with tables and pictures. Useful for dermatologists and other healthcare professionals.
2014 Asdenca - On the applicability of concepts from variability modelling in...CaaS EU FP7 Project
The paper focus on the aspect of variability in the context of capabilities. Starting from the SIV industrial case from business process outsourcing, concepts from variability modelling are introduced, i.e. variation points and variation aspects, into modelling and representation of capabilities
The business model innovation process: a temporal perspectiveNiamh O Riordan
This presentation reports on a proposal to view business model innovation as a process that was recently presented at the Australasian Conference on Information Systems
Lean system in services industry presentation ahmed adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
A comprehensive presentation about Psychocutaneous disorders taken from Rook's textbook of dermatology, along with tables and pictures. Useful for dermatologists and other healthcare professionals.
2014 Asdenca - On the applicability of concepts from variability modelling in...CaaS EU FP7 Project
The paper focus on the aspect of variability in the context of capabilities. Starting from the SIV industrial case from business process outsourcing, concepts from variability modelling are introduced, i.e. variation points and variation aspects, into modelling and representation of capabilities
The business model innovation process: a temporal perspectiveNiamh O Riordan
This presentation reports on a proposal to view business model innovation as a process that was recently presented at the Australasian Conference on Information Systems
Lean system in services industry presentation ahmed adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
Lean systems in services industry miba-ahmed m adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
While business model innovation has been widely accepted as an innovation category on its own, its problem-solving potential is still unexplored. We argue that business model innovation can be applied beyond single firms, i.e. on the value network level, to find systemic solutions to “wicked” problems. A framework and method for sustainable business model innovation for value networks are proposed: the former building on the concept of normative management, the latter on a “mainstream” business modelling tool. This method was applied and evaluated in a workshop series on regional energy networks in Germany. We review the literature on sustainable business models, provide the theoretical background of normative innovation management, describe the workshops, and reflect on the lessons learned from theory and practice. We conclude that the best starting point for systemic sustainability innovations lies beyond single firms within networks built on shared goals and normative values.
Chapter 11 Work, organization and job designLEARNING OUTCOMES.docxbartholomeocoombs
Chapter 11: Work, organization and job design
LEARNING OUTCOMES
On completing this chapter you should be able to define these key concepts. You should also understand:
· Work design methodology
· Changes in the nature of work
· Work system design
· Process planning
· Smart working
· Flexible working
· High-performance working
· Lean manufacturing
· Organization design
· Job design
Introduction
Work, organization, and job design are three distinct but closely associated processes that establish what work is done in organizations and how it is done. Work design deals with the ways in which things are done in the work system of a business by teams and individuals. Organization design is concerned with deciding how organizations should be structured. Job design is about establishing what people in individual jobs or roles are there to do. Although these three activities are dealt with separately in this chapter they share one purpose – to ensure that the organization’s work systems and structure operate effectively, make the best use of people in their jobs and roles and take account of the needs of people at work.
In theory, to achieve that purpose, work, organization and job design function sequentially. The work system is designed to meet the specific needs of the business and to deliver value to its customers or clients. An organization structure or system (not all organizations are rigidly structured) has to be developed to enable the work system to operate. The structure is made up of jobs or roles (there is a distinction, which will be explained later) that have to be designed in ways that will maximize the extent to which they can be carried out effectively and provide intrinsic motivation, ie motivation from the work itself.
In practice, the processes involved can run concurrently – the work system will involve deciding how the work should be organized, and both the work system and organization design processes will define what sort of jobs or roles are required. At the same time, job design considerations will affect how the work is organized and how the work system functions. This chapter deals with each aspect of design separately, but it should be remembered that the processes interlink and overlap.Work design
Work design is the creation of systems of work and a working environment that enhance organizational effectiveness and productivity, ensure that the organization becomes ‘a great place in which to work’ and are conducive to the health, safety and well-being of employees. Work involves the exertion of effort and the application of knowledge and skills to achieve a purpose. Systems of work are the combined processes, methods and techniques used to get work done. The work environment comprises the design of jobs, working conditions and the ways in which people are treated at work by their managers and co-workers as well as the work system. Work design is closely associated with organization and job design in that the latter is con.
Service business development in manufacturing companiesHeiko Gebauer
This presentation was hold at the Arizona State University. It describes strategies and pathways for extending the service business. It highlights necessary adaptations in the organizational structures and competencies. It shows relevant dynamic and operational capabilities as well as management innovations for making the service business successful.
Similar to pres FINAL ISSIP 21 January 2016 v3.0 (20)
2. • Doctorate
• Defining new measure of productivity for service and
network based firms
• Measures at individual, organisation, network and
economy levels
• Industry experience
• Over 30 years in service design,
service operations management
• Range of industries
• Travel and tourism
• Information technology
• Payments
• Education (Business and service delivery)
A bit about me
3. Today’s program
1. Why are models important?
2. Service productivity models
1. Service Process Matrix (Schmenner 1986, 2004)
2. Service Cubicle (Agarwal & Selen 2005)
3. Service Productivity Model (Gronroos & Ojasalo 2004)
3. Limitations of existing models
4. Service Enterprise Productivity in Action (SEPIA)
model
• Development
• Operationalisation
5. Future research
5. • There is sometimes a radical and revolutionary
change in the image when knowledge “hits some sort
of nucleus or supporting structure…and the whole
thing changes in quite a radical way” (Boulding 1956, p. 8)
• The use of models assists with understanding the
world and helps predict how things may behave in the
future (Simon 1957)
• Enable people to communicate and work collectively
and collaboratively on a problem
Models are important
7. 2. Service productivity models
1. Service productivity models
• Service Process Matrix (Schmenner 1986, 2004)
• Service Cubicle (Agarwal & Selen 2005)
• Service Productivity Model (Gronroos & Ojasalo 2004)
8. Service Process Matrix (Schmenner 1986;2004)
Service Process Matrix - Schmenner (1986)
• Overlay of service concepts onto Product Process Matrix
Service Matrix – Schmenner (2004)
• Changed dimensions on the matrix
• Introduced the Theory of Swift Even Flow (the faster material or information flows
through a system increases in productivity) – inclusion of the productivity diagonal
Weakness
• Invalid assumptions – service organisations have multiple modes of operating
• Unable to accurately plot each of the organisations on the matrix
9. Service Cubicle (Agarwal & Selen 2005)
Key contribution Service Cubicle - Agarwal & Selen (2005)
Inclusion of technology (innovation) as an enabler and positioning of the firm within the service
value network providing causality to the increase in service productivity
Weakness
Adopts the same weaknesses as Schmenner’s Service Process Matrix
10. Service Productivity Model
(Gronroos & Ojasalo 2004)
Key contribution Service Productivity Model – Gronroos & Ojasalo (2004)
Includes customer inputs and technology, and incorporates different operating models
Acknowledges internal and external environments
Weakness
Linear, does not does not address the heterogonous nature of employees,
12. Characteristics Service Process
Matrix
Service Cubicle Service
Productivity Model
Objective measures
operationalised
X X X
Multiple operating
environments
X X X
Information
Communication
technology
X P P
Multiple input – output
points
X P X
Network as a unit of
analysis
X X X
Impact of suppliers X X P
What are the limitations?
17. • Reconceptualising productivity
• Incorporates five stakeholders
• Includes customer input
• Include bi-directional
exchanges
• Positions productivity in the
social domain
• Convergence of resources
rather than linear flow
SEPIA model
18. • Customer interface
• Service complexity
• Customer interactions
• Customer channel
• Customer loyalty
• Willingness to pay
(proxy for value)
SEPIA model
19. SEPIA model
From literature Addressed by
Definition of service industries includes
multiple perspectives
Includes customers, employees, managers, suppliers and
shareholders
Single direction input – transformation – output
model
All interactions are bi-directional, with each stakeholder
exchanging inputs and outputs
Employees are heterogeneous Recognition of the difference between employees and managers
Firm as the unit of analysis Firms do not make decisions, people do, therefore the
appropriate unit of analysis is the human level
No customer input Customers and customer input are included
Single firm no longer the “productive unit” Firm is positioned within a service value network, with different
network configuration highlighted (NEPIA model)
21. • Incorporate aspects of all stakeholders
• Managers
• Suppliers
• More work on network productivity
• From dyadic networks
• Service triads
• Other network configurations
Future research
22. • Managing Service Productivity
• Chapter 6 Service Enterprise
Productivity In Action (SEPIA)
Reference