52 days figure 75 move receive product product

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52 days Figure 7.5 Move Receive product Product Product Extrude Wait WIP Product Move Wait WIP WIP Print Wait Order WIP Order product Process order Wait Order
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7 - 39 Target” Time-Function Map Target” Time-Function Map Customer Sales Production control Plant Warehouse Transport 1 day 2 days 1 day 1 day 1 day 6 days Figure 7.5 Move Receive product Product Product Extrude Wait Print Order WIP Product Order product Process order Wait Order
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7 - 40 Process Analysis and Process Analysis and Design Design Flow Charts - Shows the movement of materials Time-Function Mapping - Shows flows and time frame Value-Stream Mapping - Shows flows and time and value added beyond the immediate organization Process Charts - Uses symbols to show key activities Service Blueprinting - focuses on customer/provider interaction
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7 - 41 Value-Stream Mapping Value-Stream Mapping Figure 7.6
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7 - 42 Process Chart Process Chart Figure 7.7
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7 - 43 Service Blueprinting Service Blueprinting Focuses on the customer and provider interaction Defines three levels of interaction Each level has different management issues Identifies potential failure points
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7 - 44 Service Blueprint Service Blueprint Personal Greeting Service Diagnosis Perform Service Friendly Close Level #3 Level #1 Level #2 Figure 7.8 No Notify customer and recommend an alternative provider. (7min) Customer arrives for service. (3 min) Warm greeting and obtain service request. (10 sec) F Direct customer to waiting room. F Notify customer the car is ready. (3 min) Customer departs Customer pays bill. (4 min) F F Perform required work. (varies) Prepare invoice. (3 min) F F Yes F Yes F Standard request. (3 min) Determine specifics. (5 min) No Can service be done and does customer approve? (5 min)
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7 - 45 Process Analysis Tools Process Analysis Tools Flowcharts provide a view of the big picture Time-function mapping adds rigor and a time element Value-stream analysis extends to customers and suppliers Process charts show detail Service blueprint focuses on customer interaction
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7 - 46 Special Considerations for Special Considerations for Service Process Design Service Process Design Some interaction with customer is necessary, but this often affects performance adversely The better these interactions are accommodated in the process design, the more efficient and effective the process Find the right combination of cost and customer interaction
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7 - 47 Service Factory Service Shop Degree of Customization Low High Degree of Labor Low High Mass Service Professional Service Service Process Matrix Service Process Matrix Commercial banking Private banking General- purpose law firms Law clinics Specialized hospitals Hospitals Full-service stockbroker Limited-service stockbroker Retailing Boutiques Warehouse and catalog stores Fast-food restaurants Fine-dining restaurants Airlines No-frills airlines Figure 7.9 Digital orthodontics Traditional orthodontics
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7 - 48 Service Process Matrix Service Process Matrix Labor involvement is high
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  • Spring '13
  • john
  • mass customization

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Christopher Reinemann
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