Showing papers on "Service level objective published in 1975"

Management Science's Impact on Service Strategy

Abstract: The practice of management science has made a significant impact on the performance of the Xerox service organization. The National Service department has implemented a new service strategy for the 9,200 duplicator which provides better service to the customers at less cost to Xerox. The basic management science concept behind this service strategy is the utilization of queuing theory to reduce the service force idle time and simultaneously reduce the response time to a customer initiated call for service. The results of the queuing analysis indicated that a major productivity improvement could be achieved with mini-teams. It was decided that a three man mini-team was the best compromise (in terms of manageability) between a one-man territory and team territories which had four or more service men. Implementation of this service strategy has yielded the following results: (1) Specification to Xerox customers of response times for customers initiated service calls, and (2) An average increase in productivi...

A Social Service Measurement Model

Abstract: The development and implementation of a service value measurement model for a system of social service agencies is discussed. The system, the Jewish Community Federation of Cleveland, is a voluntary association of sixteen human service agencies. Design and workings of the project team, analysis and structuring of the organizational system, and overall goals of the research are first presented. The measurement model itself is then delineated. Essentially, the model is a device for assembling and synthesizing information on system throughput, priorities, and indicators of “quality” of service. Finally, the information system that supports the model is examined and other issues relating to implementation are discussed.

Guidelines for the functioning of a helping service.

Abstract: The purpose and the operation of an effective helping service are defined along the principles developed by R. R. Carkhuff. A functional operationalism directly linking each aspect of a helping service to the objective of servicing the needs of those people for whom the service exists is developed. The personal fitness of the staff as defined by their effectiveness at living is identified as the critical variable determining service effectiveness. The level of staff performance on the operational indices of physical, emotional, and intellectual functioning including, specifically, the interpersonal dimensions of empathy, respect, genuineness, concreteness, confrontation, and immediacy is designated as the operational basis for the organizational decisions of hiring, firing, promotion, and role assignment. Systematic programs designed to meet specific client needs serve to complete staff and service effectiveness.

Reconciliation of customer service with labour efficiency

Abstract: THIS PAPER is based on a management consultancy investigation carried out in the Parts department of a motor vehicle dealership. Originally thought straightforward it grew into a major investigation into the organisation and operation of the department, and involved the consideration of certain company objectives. The investigation consisted of Method Study, Work Measurement, and the application of the more intricate aspects of Queueing Theory. Highlighted were two company objectives that appeared to conflict, and needed reconciliation to achieve effective `customer service/business management?. They were: (1) Achievement of an efficient level of customer service. (2) Efficient utilisation of labour. Previous attempts at this conciliation had been unsuccessful due to: differing terms and conditions of employment for members of the two trade unions involved; job demarcations; constraints by working methods; and the physical limitations of the department structure and layout. An efficient customer service existed but to the detriment of efficient labour utilisation. Recommendations made brought about a successful reconciliation of the two objectives with considerable financial, and fringe benefit for the employees concerned. The investigation has wide implications and application where face-to-face service is to be efficiently provided, and the `Service Level to Cost Incurred? relationship must be harmoniously reconciled. Failure to do so creates an imbalance to the detriment of one or the other, and in the long term both. (Face-to-face service being that provided to meet customer requirements of an immediate nature, eg. shop counter assistant, petrol pump attendant, switchboard operator, receptionist, etc.)