The Top Ten Excuses for Bad Service (and How to Avoid Needing Them)

Dickson, Duncan; Ford, Robert C.; Laval, Bruce

doi:10.1016/j.orgdyn.2005.03.001

Cited by 5 publications

(1 citation statement)

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“…Customers can be won or lost due to administrative processes that go along with services transactions and it is imperative that costs are maintained (or reduced) with the same level of service [1]. Surprisingly, despite processes automation, information technology and training interventions, the level of service quality is actually declining, with year-on-year service deteriorating by significant amounts [2,3].…”

Section: Introductionmentioning

confidence: 99%

Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry

Bonaccorsi¹,

Carmignani²,

Zammori³

2011

JSSM

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This paper presents a comprehensive lean approach, based on Value Stream Management (VSM), which makes it possi- ble to enhance the performance of a service, by spotting and tackling its criticalities. The study is motivated by the growing need to extend lean concepts to the service industry and, on the other hand, by a lack of operating tools capa- ble to support technical staff in this effort. Specifically, to tailor VSM to the specific requirements of pure services, sub- stantial modifications were made: 1) for a detailed map of the process new icons were created, 2) most of the lean approaches were adapted/modified and 3) concepts such as Takt-Time and Pitch have been redefined in a more suitable way. To validate the approach, an application concerning an enrolment process is presented. Results demonstrate the quality of the approach and confirm the significant improvements that can be obtained with the application of lean thinking to the service context

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Section: Introductionmentioning

confidence: 99%

Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry

Bonaccorsi¹,

Carmignani²,

Zammori³

2011

JSSM

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False Excuses

Rowe¹,

Rrushi²

2016

Introduction to Cyberdeception

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A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms

Alsmadi¹,

Almani²,

Jerisat³

2012

Total Quality Management & Business Excellence

115

109

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For the last two decades, Lean has been primarily used to improve manufacturing processes. However, Lean is now increasingly applied to a wide range of service operations as well. This realisation of Lean among service firms is an important progress, as there are potentially more benefits to be accomplished in this sector rather than in traditional manufacturing, where decades of good work have already paid off. To look beyond the manufacturing sector, this paper empirically analyses the difference in Lean practices as well as their relationship to firm performance between manufacturing and service sectors in the UK. Though this study supports the proposition concerning the applicability of Lean practices in the service sector, these practices need to be further adapted to suit service operations. Specifically, the empirical results affirm that service firms are interested in the soft practices of Lean such as people and customer involvement while they are found underperforming in manufacturing-related practices such as total productive maintenance, set-up time and supplier feedback. Moreover, the results show a positive relationship between Lean practices and firm performance in both sectors, also the degree of effect on performance was found to be identical between the two sectors.

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The Top Ten Excuses for Bad Service (and How to Avoid Needing Them)

Cited by 5 publications

References 0 publications

Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry

Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry

False Excuses

A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms

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