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hl=en&newwindow=1&q=example+of+manual+linear+regression+&o q=example+of+manual+linear+regression+&gs_l=serp.3...1552.2005 .0.4028.2.2.0.0.0.0.152.292.0j2.2.0...0.0...1c.jolifaRVr2Q LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI Two Year Full Time Post Graduate Diploma in Management Trimester - IV Course Code: 124410 Academic Session: 2012-2013 COURSE OBJECTIVE: Facilitating students to understand the tools and techniques required to manage the operations of service organisations. COURSE CONTENTS: Module Session Topic & Reading/s No. No./s 1 Role of services in an economy and nature of services: economic evolution, stages of economic development, preindustrial society, industrial society, post industrial society; nature of service sector, role of service manager; service classification, The Service package, distinctive characteristics of service operations, an open view of services 2 Service Strategy & IT in services: competitive service strategies; technological innovations in services, the competitive role of information in services, the virtual value chain limits in the use of information The service delivery system: service blueprinting, strategic positioning through process structure, taxonomy or service process design, generic approaches to service system design. Vehicle routing CW algorithm unconstrained and constrained; The supporting facility - Design, Layout, process flowcharting, environment psychology and orientation; Walk Through Audit, The Walk Through Audit as a Diagnostic Tool; Service encounter Service facility location: location considerations, estimation of geographic demand, facility location techniques, site considerations, breaking the rules, competitive clustering, saturation marketing, intermediaries, substitution of communication for transportation Service quality: defining service quality, measuring service quality SERVQUAL, SERVPERF, benchmarking, scope of service quality; quality service by design incorporating quality in the service package, Taguchi methods, Poka Yoke, quality function deployment; achieving service quality, cost of quality, tools for achieving 1 Course Title: Service Operations Management Instructor: Pragya Arya
Internal Assessment (50 marks) a. using weekly work-shift scheduling with days off constraints. analysis & discussions on caselets. full length case discussions as well as presentations by the students. Tata McGraw-Hill 2 . the economics of waiting essential features of queuing systems standard M/M/1 model. sharing capacity. Making continual improvement a competitive strategy inventory and waiting line analogy. cross training employees. Field Assignment/Project (20) 2. Fitzsimmons & Fitzsimmons. basis for continuous evaluation) d. Yield management and its applications. EVALUATION PARAMETERS 1. distinctive competence achieved. objective function. Strategies for managing supply using daily work-shift scheduling. programs for service quality assurance. increasing customer participation. Quizz (as mentioned in pedagogy. constraints. scheduling part time tellers at a drive-in bank. External/End Term Assessment (50 marks) TEXT: Service Management: Operations. PEDAGOGY: The teaching methodology used in this course will be a judicious mix of lectures. The DEA model definition of variables. Case Analysis (10) b. DEA and strategic planning 12-13 14-15 The remaining 5 sessions shall be utilized to conduct case discussions and internal evaluation. Assignment (10) c. creating adjustable capacity. assignments and project study. offering price incentives. Each session will also end with a quiz on the learning from the session. journeyman. However. finite queue M/M/1 model M/G/1 model Managing capacity and demand: strategies for managing demand. Deming’s 14 point program unconditional service guarantee Malcolm Baldrige quality award 10-11 Managing queues: queuing systems. more emphasis will be laid on case analysis. Productivity and quality improvement: Stages in service firm competitiveness. using reservation systems and handling the overbooking problem. quality improvement to achieve zero defects.service quality. Strategy. promoting of peak demand. world class service delivery. Cases will be given to each group ahead of the stipulated date for class discussion/presentation. available for service. developing complementary services. management implications. and Information Technology. Cases presentations/analysis are expected to be prepared within groups prior to the class. using part tie employees. Data envelopment analysis: measuring service productivity. the psychology waiting. continual improvement as part of the service organization culture. partitioning demand. 5th Edition.
• Physical Evidence For each customer action. 2nd Edition. a bank executive. Everything that appears above the line of visibility can be seen by the customers. Onstage / Visible Contact Employee Actions This element is separated from the customer actions by a ‘line of interaction’. These actions are face-to-face actions between employees and customers. the physical evidence that customers come in contact with is described at the very top of the service blueprint. A very good example of an action in this element. The blueprint shows processes within the company. The service blueprint is a map or flowchart of all the transactions that constitute the service delivery process. Support Processes The ‘internal line of interaction’ separates the contact employees from the support processes. These activities need to happen in order for the service to be delivered. These are all the activities carried out by individuals and units within the company who are not contact employees. that is supposed to be blueprinted 2. is a telephone call.Service Operations Management: Improving Service Delivery. but they don’t see each other. this is an action between an employee and a customer. Building a blueprint The process of structuring a blueprint involves six steps: 1. Pearson he service blueprint is a technique used for service innovation. The identification of the service process. Johnston & Clark.  . Backstage / Invisible Contact Employee Actions The ‘line of visibility’ separates the Onstage from the Backstage actions. while everything under the line of visibility is invisible for the customers. divided into different components which are separated by lines. The identification of the customer segment or the customers that are supposed to experience the service 3 . These are all the tangibles that customers are exposed to that can influence their quality perceptions Customer Actions This component contains all of the steps that customers take as part of the service delivery process. The technique was first described by Lynn Shostack. and every moment of truth. in the Harvard Business Review in 1984.
6. the key part of the compliance outcome. as the customer’s emotional state during the service contributes to their overall perception of the service. For designing: • • • • • • The development of new services. available for everyone involved Facilitates comparison of the desired and actual service As a communication tool: • Provides a focus for conversations 4 . not in isolation or solely from the internal business perspective Testing of assumptions on paper to identify fail points and thoroughly work out the bugs Cuts down time and inefficiency of random service development For implementing: • • • • • Becomes a reference for planning and change Represents the new or changed service for a staff member to see during integration activity Forms a common point of reference for all parties (project team. Picturing the service from the customer’s perspective Picturing the actions of the contact employee (onstage and backstage). Our motivation is to augment the listing of customer-provider actions with some working form of a bellwether that could be used to temper the ups and downs of the customer’s relationship with the provider. what’s not working and what needs to be changed. 4. 5. In creating the current and future state blueprints it allows the Team to articulate and act upon customer insights. service blueprints have been done entirely with lines and text boxes to depict anything from user actions to support processes. architecture and systems in the context of service. Our research explores how to introduce new elements to the blueprint for capturing the meanings or emotional qualities that the customer experiences during key moments of the service. affected staff and management) concerned with achieving a successful launch – also serves as focal point for later refinements or last-minute changes Can be stored electronically for later reference. It is a way of ‘seeing’ the service from the customer focus. Attending to this relationship is an important factor in maintaining and sustaining the customer base. and focus on what’s working. and/or technology actions Linking the contact activities to the needed support functions Adding the evidence of service for every customer action step Motivations for an Enhanced Blueprint Traditionally. assessment and improvement of existing services Capturing how long processes within the service take.3. standards and processes Capturing of processes. and how that equates to cost because they are presented with a base of time Comparison of differences in basic services. References When and why are they useful? Blueprints are flexible and powerful in that they depict a service at multiple levels of analysis – they can facilitate the refinement of a single step as well as the creation of an entire service process.
• • • Is more precise than verbal descriptions. and less subject to misinterpretation Can be a formalised way to inspire corporate-wide change directed at integrating customer focus across the organisation Can help convince the organisation that changes are in order and what specifically can be done 5 .
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