Showing papers on "Service system published in 1970"

A Simulation of Labor Efficiency and Centralized Assignment in a Production Model

Abstract: This paper reports a set of simulation experiments with a service system model in which labor interchange is possible between service centers. It explores design and control aspects of labor and machine limited systems. A simple model with two service centers and two laborers is employed to explore the relationships among three experimental variables. The variables are the efficiency of labor interchange, the degree of centralized control exercised in labor assignment, and the queue discipline. Both series and job-shop type job routings are studied.

Service Classification and Management Challenges

Abstract: Coincident with the increasing importance of services as a primary component of the economies in developed countries, a number of theoretically derived service typologies have been developed, yet there has been virtually no empirical validation of the proposed ideas. We conducted a survey of 273 managers in four service industries (Fast Food, Auto Repair, Retail Sales, Legal Services) to test how management challenges differ across different service industries. We also empirically tested a widely accepted service typology developed by Schmenner (1986) within the context of management challenges. Discriminant analysis was utilized to test the degree to which companies can be classified into groupings similar to the Schmenner's service process matrix according to empirical data rather than anecdotal observations. Our findings indicate that the while the service process matrix can be partially validated using empirical data, the distinctions between various industries are much "fuzzier" in practice. Different service industries can be classified according to empirical data, but misclassifications do occur. In particular, misclassifications are most prevalent where two service industries share a common characteristic as described by the service process matrix. Introduction As the post-industrial economy evolves, the service sector continues to increase in importance, both in terms of its contribution to the gross domestic product (GDP) of all advanced economies and in terms of the percentage of workforce employed in services. For example, it has been predicted that the service sector will account for more than 88% of the workforce in the United States by the year 2001 (Fitzsimmons & Fitzsimmons, 1994). Accordingly, the last decade has witnessed an increased emphasis on teaching and research of service management issues by business schools and professional organizations. In response to the increased importance of services, numerous articles on issues related to the effective management of service operations have appeared in both academic and practitioner based publications (for example, Chase & Hayes; 1991, Karmarker & Pitbladdo, 1995; Kellogg & Nie, 1995; Lovelock, 1992; Roth & Van Der Velde, 1991). Several of these articles present typologies of services and provide directions for improving quality, productivity and operating efficiency, however relatively little has been done to empirically test the proposed ideas. This article presents an empirical assessment of the management challenges proposed by one of the widely accepted service typologies -- the service process matrix (SPM) developed by Schmenner (1986). We gathered data relating to management challenges experienced by managers of four different types of service industries (Fast Food, Auto Repair, Retail Sales and Legal Services). These services were chosen because they differ in terms of various attributes of service delivery systems as suggested by the SPM. Based on empirical data collected from 273 managers, we show how management challenges differ across four types of services. In addition, we provide an empirical test of how well the four types of industries described by Schemnner (1986) can be classified using empirical data. The remainder of the article is divided into four sections. First, we present a review of various service typologies; Next we describe the research methods used in the study; Third, we present the results of our analysis; and Finally, we present a discussion of the implications of the findings from this research. Service Typologies This section offers a review of various service classifications schemes that have been developed, as well as a discussion of their relative strengths and weaknesses (Table 1). This review is provided in order to illustrate that while a variety of insightful conceptual typologies have been developed, there is a need to provide empirical validation in order to identify whether these typologies accurately model reality, as well as identify any shortcomings. …

Service Encounter Mismatches: A Conceptual Framework Integrating It and Job Design

Abstract: As the services sector becomes a larger component of our national economy, it becomes increasingly critical that the management of service operations is addressed systematically One concern is the interaction of service employees and the technology making up the job design Effectively matching job design and technology leads to effective service encounters, while mismatches cause short-run or long run problems for the organization Organizational mismatches between job design and supporting infrastructure, specifically the information technology (IT) selected, can give rise to the use and exercise of judgment and discretion by service encounter employees that from the viewpoint of the organization or the customer is extraordinary, conflicted, or perverse Perverse judgments debilitate the organization and degrade the quality of the service encounter Conflicted and extraordinary, judgments ultimately debilitate the organization and may degrade the quality of the service encounter if some customers should perceive others as having received preferential treatment This paper explores dynamics in managing operations, technology, and human resources that give rise to the exercise of such judgments with the intent to construct a conceptual framework that will explain such judgments and the behaviors that issue from them Introduction The importance of the service encounter to a service organization is well documented in the operations management and marketing literature This encounter is often the only point of contact the customer has with the organization It is the context in which the organization provides the customer with what is presumably of value The customer assesses the value of what the service organization provides on the basis of how adequately it provides explicit and implicit benefits that meet customer needs and expectations It is thus incumbent upon a service organization to insure that its customer contact personnel are sufficiently supported through appropriate job design, training, and supporting infrastructure that can include an appropriate information technology (IT) This better insures that the organization's customer contact personnel represent it in the best possible way to its customers Job design defines the extent to which customer contact personnel must exercise judgment in meeting customer needs Ideally, the organization's infrastructure is sufficient to support the conformance of job design to customer needs This paper will explore dynamics in managing operations, technology, and human resources that give rise to the exercise of problematic judgments with the intent to construct a conceptual framework that will explain such judgments and the behaviors that issue from them The authors have identified three types of problematic judgments that they label perverse, conflicted, and extraordinary judgments Perverse judgments debilitate the organization and degrade the quality of the service encounter Conflicted and extraordinary judgments ultimately debilitate the organization and may degrade the quality of the service encounter if some customers should perceive others as having received preferential treatment A conceptual framework that provides an adequate understanding of the dynamics that prompt such judgments being made permits more effective planning of the service encounter, the discovery and analysis of the nature of service quality gaps, and suggests actions that can be taken to close those gaps In cases where these judgments occur, remedial actions can be taken that have both operational and strategic implications Such a framework can benefit both the organization and the customers it serves This paper is divided into five parts Part One is a literature review This review provides the motivation for critiquing the quality of service encounters as a technology management and subsequent organizational design issue …

A Pilot Investigation for Developing and Operating a State Occupational Information Service System for Vocational-Technical Education. Final Report.

Abstract: AUTHOR Baker, Richard A.; And Others TITLE A Pilot Investigation for Developing and Operating a State Occupational Information Service System for Vocational-Technical Education. Final Report. INSTITUTION Alabama Research Coordinating Unit tor Vocational and Technical Education, Montgomery. SPONS AGENCY Office or Education (CHEW), Washington, D.C. BU AU NO BR-9-D-026 PUB DATE Dec 70 GRANT 0EG-4-9-100026-004U-057 NOTE 49p.

Digital simulation of maintenance service operations in the computer industry

Abstract: The increased complexity of computer-communication hardware, the wide dispersion of remotely linked computer terminals, and the strict requirements of operational efficiency of direct-access information systems place a great deal of strain on the EDP maintenance organization. It is no longer possible to maintain a profitable position while managing EDP maintenance with the “rule of thumb” decision making process. The generalized model presented in this paper provides an approach to effective utilization of both field maintenance work-force and redundant EDP equipment. The model handles field technician dispatching and service facility allocation so as to meet the requirements of the EDP customer population at a predefined level of service satisfaction.