Showing papers on "Service level objective published in 1978"

Where does the customer fit in a service operation

Abstract: While management skills can improve service systems, a manager is better off if he or she first has a clear understanding of the operating characteristics that set one service system apart from another. This author offers one view of services, which, if followed, results in a "rational approach to the rationalization" of services. His view, quite simply, is that the less direct contact the customer has with the service system, the greater the potential of the system to operate at peak efficiency. And, conversely, where the direct customer contact is high, the less the potential that exists to achieve high levels of efficiency. This distinction between high- and low-contact systems provides a basis for classifying service production systems that can enable the manager to develop a more effective service operation.

Transaction network, telephones, and terminals: Transaction network service

Abstract: Transaction Network Service is provided by a message-switched communication system especially designed for short formatted data messages. The Transaction Network system carries messages between Customer Service Centers (customer-owned data processing centers) and polled terminals or dial-in Transaction telephones, as well as between Customer Service Centers. It does this quickly and economically, with high reliability and maintainability of service. This paper discusses first the need for Transaction Network Service and the system design goals set for it. Then the elements of the system are discussed, including how they work together in providing service.

Level-of-service concepts in urban public transportation

Abstract: The study examines the level-of-service concept as it might be applied to public transportation services. It describes proposed definitions of public transportation level of service based on both system and rider attributes. The variation in public transportation quality as viewed by various user market segments is examined, and the sensitivity or demand elasticity to the various factors constituting 'level of service' is then made. Finally, a proposed study methodology to evaluate the increased level of service provided to user groups in line with their perceived measures of service quality is outlined.

The Background: Role and Relevance in Distribution Service

Abstract: Preferences and needs of purchasers must be thoroughly defined and analysed when a supplier is establishing criteria upon which to evaluate distribution service within cost constraints. Historically, time and time‐related standards have served as primary, and often only measures of customer service. This temporal emphasis is understandable, given the characteristics of delivery schedules, inventory management, and goods handling systems; however, time‐based standards should not preclude consideration of other service measures. Research has indicated that the backorder may be a useful alternative or supplementary measure of customer service. Morgan concluded that the backorder is “an inverse measure of service achievement”. Perreault and Russ found that 25 % of the purchasing managers they surveyed cancelled more than one‐fourth of all orders which were backordered. Others have suggested that the backorder is a useful service criterion. In those cases where finished goods inventory is not ordinarily present in the system between the production line and the customer it becomes an extremely useful potential measure of performance.

An Analysis of Service Contracts and Their Administration.

Abstract: : The military services are utilizing service contracting to alleviate the problems of personnel ceiling drawdowns and tight budgetary controls. Due to poor definition of the Statement of Work and a general misunderstanding of OMB Circular A-76 and a liberal interpretation of the Service Contract Act by the Department of Labor, service contracting and the administration of service contracts must be considered poor. Recent attempts by the Navy and Air Force through their COTR and TRCO concepts to alleviate some of the problems in service contract administration have had varied results. This thesis will examine the problems that presently hinder service contracting and the administration of service contracts. A new approach, job analysis, will be recommended for developing the Statement of Work and the Quality Assurance Surveillance Plan. Job analysis involves systematic analysis of the function to be contracted. First a step-by-step review of the requirement to be contracted is conducted. The goal of this review is to arrive at specific output services with corresponding standards associated with the contracted service. (Author)