 |
| Bill Hollins & Sadie Shinkins |
| About the Book |
| Description |
| The focus of this book takes a broader
view than many operations management books. There is Operations
Management, Design Management and some Marketing in this
because although the three subjects often tend to be taught
separately it is not possible, in practice, to treat these
subjects as such. By linking these topics under one umbrella
there will be a greater understanding of the realities
of management. |
| Another feature of this book is that
it is mainly on the service sector. This will include
those managing in the not for profit sector, health provision,
transport, banking, hotel and catering, etc. Manufacturing
will not be ignored as many of the techniques used in
service operations have their roots in manufacturing but
have then been adapted to be applicable to the service
sector. |
| The scope will cover services from
the original ‘Trigger’ or idea right through
the market research, service development, implementation
and performance improvement to the eventual termination
and disposal of the service. |
| |
| The Structure |
| The text has been divided into four
parts. It begins with an introduction to Services Management
explaining why services are different from manufactured
products. |
| The second part is about the development
of new services and includes findings showing that service
design management is generally poor. This part also acknowledges
that service operations management is undertaken by people
and for people and the performance of the former must
be optimized for the benefit of the latter. Part three
focuses on the management of service operations and includes
operations management aspects. |
| Throughout the book there are case
studies but the part four is an extended case study relating
to a struggling football club. |
| There are also student activities
at the end of each chapter. |
| |
| Contents |
| Part 1 Services, Strategy and People
|
| 1 - Introduction to Services Management:
The Customer-Led Organization |
| The operations manager’s role
and the role of operations management. Considering the
customer-led organization, customer care versus customer
service, relationship marketing, customer satisfaction
and improvement |
| 2 - Service Operations Strategy |
| The strategic role and objectives
of operations, customer satisfaction versus resource utilization,
adding value. Analysis of operations strategies and frameworks
for their effective management, scheduling and allocating
resources, job design and work organization, how to develop
the implementation plan |
| 3 - People, Leadership and Management |
| Who should be involved and how to
co-ordinate these experts including how to organize teams
and leadership and communications. Working methods and
how to manage creative people, Job Design and aspects
of motivation |
|
| Part 2 Developing New Services |
| 4 - The Product and Service Design
Management Process |
| The Total Design Management process
for products and services showing that it can be used
to manage money, time and concurrencies. Findings showing
that service design management is poor and recent research
on simplifying the NPD process. How Blueprinting can be
used in the design of services and the link with project
management |
| 5 - Customer Identification |
| Identification of customer needs and
how to avoid the main reasons for product and service
failure. Why customers buy – advantages and benefits
– as well as sources, types and analysis of information
needed to ensure a viable operation |
| 6 - Design Specifications - Controlling
the Process |
| How these should be written, who should
write them and what they should include. The most important
aspects of a product and service design where managers
should focus their services. The link between the marketing
mix and specifications |
| 7 - Creativity and Innovation |
| Conceptual design; how to control
the early stages. The nature of creativity and the creative
process. Where ideas come from and the tools and techniques
for enhancing creativity. When to innovate and when to
improve services and how to choose the best concept. Life
styles |
| 8 - Learning from Product and Service
Failures |
| Often, more can be learned from failures
than successes. The failure of products and services:
what is a failure, the types of failure and where they
occur in the design process. How failures can be minimized
and where management should concentrate their emphasis |
|
| Part 3 Management of Service Operations |
| 9 - Service Quality Management
|
| The most important aspect of any product
or service is reliability, achieved through quality. The
merits of inspection, quality assurance and Total Quality
Management Tools to improve the quality of services, problem
diagnosis and customer care programmes. Qualitative measurement
of customer expectations and satisfaction including SERVQUAL
instrument and Benchmarking |
| 10 - Global Supply Chain Management
|
| The optimization of scheduling and
allocation of resources focusing on the need of differing
service types. The impact of e-commerce and the use of
information technologies on supply chain management. Outsourcing,
the service side of controlling inventory management,
JIT and MRP in the service sector. |
| 11 - Services Location and Distribution
|
| Tools used in assessing a location
strategy. Service layout designs |
| 12 - Managing Capacity and Variations
in Demand |
| Demand variations and describe how
companies can forecast and plan their capacity or alter
customer demand to cope and to optimize their performance.
Methods for scheduling and planning; queuing strategies
for service industries and the marketing implications. |
| 13 - Evaluation and Performance
Measurement |
| Planning and control using techniques
such as the Balanced Scorecard as well as philosophies
and tools; problem diagnosis; customer care programmes
and Customer Relations Management. |
| 14 - Thinking about and Managing
for ‘the Future’ |
| In this chapter shows our findings
into how organizations plan their products over a longer
time scale, showing that it is possible to plan far further
ahead than most managers believe. |
|
| Part 4 Case Study |
| ‘Trenbrover Football Club’ |
| Bringing the techniques together when
trying to manage a struggling football club |
| References and Glossary |
| In this section will be a list of
definitions for the less familiar terms and all the references
used in this book |
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© Sage Publications Ltd.
