How to Make Things Happen : a blueprint for applying knowledge, solving problems and designing systems that deliver your service strategy / Beatriz Muñoz-Seca.
This book offers models and frameworks to analyze your service delivery systems as a whole. It presents the framework to solve customer problems by delivering the right knowledge at the right time to the right place and take advantage of the efficiency that technology and algorithms offer. Why do so...
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Full Text (via Springer) |
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| Format: | eBook |
| Language: | English |
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Cham :
Springer International Publishing,
2017.
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Table of Contents:
- How to Make Things Happen; Preface; Contents; About the Author; List of Figures; List of Tables; Overview; Quick Guide to This Book; 1 A Scenario and the Fascinating World of Operations; The Fascinating World of Operations; 2 Basic Ideas Behind SPDM: A Unifying Model for Twenty-First-Century Operations; Operations Strategy and Strategic Implementation; Designing the Operational Structure; Operations; Back to Our Story; Level 1 Operations Strategy and Strategic Implementation; Level 2 Designing the Operating Structure; Level 3 Operations; 3 The Promise, Essence and Flame Red.
- Players in OperationsPromise: Implementing Strategy in a Phrase That Every One in the Organization Will Understand; Essence; Flame Red; 4 You Have to Walk the Streets, Control Does Not Add Value; The Six Variables; Processes; Capacity; Flows or Times; Information System and Operations Rules; HR; 5 Cost-Cutting Does Not Lead to Efficiency, but Efficiency Does Lead to Cost-Cutting; If There is, There is; If not, There Isn't; A Particular Case Where the Bottleneck is not Important, Because Processors are Independent; Cutting Consumption.
- 6 The Main Thing Is Not Knowing What You Do Know, but Knowing What You DON'TCentral Idea #1: I Need to Understand the Concept of Knowledge Stock to Face my Service Problems; Central Idea #2: I need to Know What I Know; Central Idea #3: I need to Know What I do not Know: Knowledge Gaps; Central (And Final) Idea #4: What Knowledge do I need For Tomorrow's Problems?; 7 We Work with Brainpower, Not Manpower; Do not Bring me Problems, Bring me Solutions; First Action: Classifying Problems; Second Action: An Agent's Knowledge Stock Determines How to Choose the type of Problem-Solving Process.
- Third Action: Individual Proposal For Considering the ProblemKnowledge Units: A Way to Enhance Brainpower; 8 Service Industrialization to Unlock Brainpower Capacity; A Brief History of the Industrialization of Service; "Let Us Not Reinvent the Wheel": Industrializing Informal Problem-Solving; 9 Converting Blocking Factors into Value-Adding Elements: Do Redesign the Service; Can a Service be Designed?; Do Differences Exist, Then, Between Designing a Product and Designing a Service?; What new role do Clients have in Service Design?; What Methodology may be used to Design a Service?
- Service Design in the Extended Enterprise10 Making Ideas Happen; Service Design; Concept Development; Prototyping; Service Engineering; Operations Infrastructure and Indicators; Service Delivery & Sustainability; The SIC; The SAS and the Extended Enterprise; Applying the SAS Scheme to an Action Proposal in the INAEM; Service Design at the INAEM; Operational Infrastructure and Indicators at the INAEM; Service Delivery and Sustainability; Service Innovation Cycle; 11 One Thousand 1,000 Improvements; A Story; How to Imbue Improvement?