Operations Management Module 1: Process Analysis PDF

# Operations Management ## Module 1: Process Analysis ### Session: 5th-6th ### Performance Analysis of Service Process & Service Operations Management **Dr. Neelkanth Chandrakant Dhone** - Ph.D. Indian Institute of Management (Mumbai) - B.E (Mechanical), M.B.A(Marketing/Operations) - UGC.NET-2010 (Management) - Faculty & Area Chair (Production & Operations Management) - Indian Institute of Management-Nagpur *Strictly for the internal circulation only* ## Session Plan 1. Service Sector Status 2. Service Operations Management 3. Case of General Electric Company 4. Service Development 5. Type of Customer Contact 6. Generic Approaches to Service System Design 7. Zone of Service Tolerance 8. Service Encounters 9. Shabby Millionaire Case 10. Positioning of Service 11. Five Steps to Service Blueprinting ## 1. Service Sector Status - India was predominantly an agricultural economy in earlier times since independence. - Economy in 3 main sectors from where the origin of GDP (Gross Domestic Product): - Primary Sector - Fisheries, Agriculture, Mining, Construction - Secondary Sector - Industry & Manufacturing - Tertiary Sector - Services | Years | Primary | Secondary | Tertiary | |---------|--------|-----------|---------| | 1950-51 | 55.4 | 16.1 | 28.5 | | 1980-81 | 38.1 | 25.9 | 36.0 | | 1990-91 | 30.9 | 30.0 | 39.1 | | 1999-2000 | 27.5 | 24.6 | 47.9 | | 2001-2020 | 21.82 | 24.29 | 53.89 | *In FY 2022-2023, the Services Sector contributed 54% of GDP* - Rapid Growth within the service sector is noted in the following: - Hotels - Restaurants - Transport - Communications - IT Services **Tremendous Employment Opportunities in the Service Sector** According to the CMIE data, India’s services exports increased by 20.2 percent annually to $23.26 billion in July 2023. The July number is lower compared to that in June 2022. A month ago, services exports had come in at a higher $25.29 billion. ## 1.1 What Contributed to The Growth of the Service Sector? 1. Globalization - More business & IT Industry (supported by transportation, hotels, courier, etc.) 2. Liberalization - Like in the Insurance Sector 3. Deregulation - Like in the Telecom Sector 4. Increase in Urbanization - Like Security Services 5. Changes in Lifestyle - Working women, Nightlife, more disposable income, nuclear families, etc. 6. Increasing Life Expectancy - Better health awareness increasing competition 7. Technological Advances - Like more focus on software engineering, mgmt. etc. ## 1.3 Defining Service **Zeithmal & Bitner - "Deeds, Processes & Performances"** - Deeds - Actions of Service Providers - Processes - Steps in providing services - Performance - Customer’s understanding of service delivery **Kotler - "A service is any act or performance that one party can offer to another that is essentially intangible & does not result in the ownership of anything. Its production may be or may not be tied to a physical product."** ## 1.4 Types of Services 1. Telecommunication 2. Transportation/ Logistics 3. Real Estate Services 4. Entertainment 5. Marketing-Related Services 6. Financial & Insurance 7. Medical 8. Government 9. Public Utility Services - Water, Electricity & Gas 10. Hospitality 11. Trading Services - Wholesale, retailing 12. Other Professional Services 13. Internet-Based Services 14. E-Commerce etc. ## 1.5 Services vs. Customer Service - Services encompass a wide range of Industries, like ICICI Bank, Jet Airways, etc. - These companies offer MARKET & DELIVER services to customers. - Customer Service is the service that supports a company’s core products. - All types of companies, including manufacturing, IT, & Service companies, provide CUSTOMER SERVICE. ### **Are you Being Served?** *Customers experiencing slower and less attentive service both before and after-sales* | Before Service | After Service | |-------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Number of service appointments: 47% | 24% of customers said it took more than 20 minutes after service to complete payment and pick up their vehicle | | 72% of service customers said it took 2 or more days to get an appointment | 12% of customers said the dealership did not promise when the vehicle would be ready | | 30% of customers had to wait to speak to a service advisor | 8% of customers checked with the dealership themselves to know when their vehicle would be ready | | 41% said it took more than 30 minutes to complete the vehicle handover process | | ## 1.6 Understanding the Services | Attributes of Goods | Attributes of Services | |--------------------|-----------------------| | Tangible | Intangible | | Product can be resold | Service reselling is unusual | | Product can be stored | Services can not be stored | | Most of the quality aspects of product is measurable | Most of the quality aspects of service is difficult to measure | | Production and selling are two distinct functions | Simultaneous production and consumption | | Transportable | Can not be transported | | Easy to automate | Difficult to automate | | Fairly long shelf life | Perishable | | Standardization possible | Standardization is difficult | | Low customer involvement | High customer involvement | | Products can be returned, repaired and reused | Services can not be returned, repaired and reused | | Products can be owned | Services can not be owned | ## 1.7 Use of the Technology for the Service Process 1. Saves Customer’s Time 2. Bridging The Physical Distance 3. Saves Customer’s Money 4. Save On Labor Capital 5. Businesses Can Serve More Customers 6. Businesses Can Reach More Potential Markets 7. Businesses Can Accurately and Automatically Track Everything ## 2. Service Operations Management “Service operations management is the term used to cover activities, decisions, and other responsibilities of operations managers in service organizations.” 1. Configuration of resources and processes. 2. Create and deliver to the customer. 3. Responsibilities for the resources such as material, equipment, staff, technology, and facilities 4. Data gathering, analyzing, and reporting of service-related activities. 5. Managing the service partners. ## 2. Service Operations Management **Managing service and service operations** **Service Operation** | | | |-------------|---------------------------------------------------------------------| | **Inputs** | Materials, Equipment, Customers, Staff, Technology, Facilities | | **Process** | Experience | | **Outcomes**| Value, Emotions, Judgements, Intentions | **Service Product** *Customer* ## 3. Case of General Electric Company At General Electric, the then CEO, Jack Welch, launched what has been termed the “Third Revolution” at GE to boost growth to double digits. A major thrust of the third revolution is a push to move GE deeper into services. This includes everything from aftermarket services for products GE produces, such as medical imaging equipment & jet engines, to financial services (GE Capital), broadcasting, management consulting & other services for healthcare & utilities. GE was generating approx. 75% of its revenue is from services. ## 3. Case of General Electric Company | Phase | | |---------|---------------------------| | Phase 1 | **RESTRUCTURING** (Early 1980s) | | | - Fix, Sell, Close (Restructuring Portfolio) | | | - Reduction of bureaucracy (Cost cutting) | | | - New leadership team (new values,…) | | Phase 2 | **REBUILDING & FOUNDATION** (Late 1980s) | | | - Cultural change (“Work-out-program”) | | | - New approaches (applying best practices) | | | - Investing in employees (new training programs) | | | - Global expansion (after fixing the core business) | | | - Leadership development (Crotonville, 360 Feedback) | | Phase 3 | **GROWTH & CULTURE** (Early 1990s) | | | - Boundary-less company (removing silos) | | | - Ambitious planning (stretch & simplification) | | | - New business models (e.g service business) | | Phase 4 | **SIX-SIGMA & DIGITIZATION** (Late 1990s) | | | - Six Sigma Quality Initiative | | | - New leadership profile (A Players, 4-Es, Vitality Curve) | | | - Disruption of own businesses (investments) | | Phase | Revenue | Profit | |-------|---------|-------| | 1 | +35% | +50% | | 2 | +35% | +72% | | 3 | +41% | +52% | | 4 | +85% | +93% | ## 3. Case of General Electric Company 1961-2000: Revenue: +376%, Profitability: + 670% ## 4. Service Development ### Ideas for New Service Development innovations - Customer suggestions - Trends in customer demographic - Advancements in technology ## 4. Service Development ### In the New Service Development Stage - 1. New service ideas are screened. 2. Winning concepts are developed. 3. Selected concept is then tested for feasibility. 4. Concepts passed the development hurdle and then considered in the analysis stage to determine their potential as part of a profitable business venture. 5. After project authorization, successful concepts move to the “design” phase (considerable time and money are spent in design to create a new service product and process) 6. Conduct field testing with appropriate personnel training and conduct a marketing campaign. 7. Finally, a proven new service is given a “full launch” that could be available nation- or worldwide. ## 4.1 New Service Development (NSD) Process Cycle ### The NSD process is driven by enablers such as: - Teams - Cross-functional teams - Tools - Spreadsheets etc. - Organization context - A culture of accepting innovation ### The NSD service product consists of: - People - Trained employees and customers with desired behavior (self-service, etc.). - System - Front-office and back-office system (e.g., online hotel booking and walk-in hotel booking ). - Technology - Technological advances often are the basis for service innovation (e.g., in the following table). ## 4.1 New Service Development Process Cycle | | | |----------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **Full Launch** | - Full-scale launch - Post-launch review | | **Design** | - Formulation of new services objectives/ strategy - Idea generation and screening - Concept development and testing | | **Enablers** | - Organizational context - People - Product - Technology - Systems - Tools | | **Development** | - Service design and testing - Process & system design & testing - Personnel training - Service testing and pilot run - Test marketing | | **Analysis** | - Business analysis - Project authorization | ## 4.2 Development of Service concept | | | |-----------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Organisation | Alton Towers | | Organising idea | A great day out at a theme park | | Service concept (summary) | A great day out with friends of family at a UK theme park that provides an inclusive package of over 100 rides and attractions to suit all ages and tastes with thrills, fun, fantasy, fast food and magnificent gardens. | | Service provided | - Car parking - Transport to entrance - Ticketing - Security - Clean and tidy park - Uniformed and helpful staff - Fair queuing systems | | | - White knuckle rides - Shows and attractions - Children’s rides - Well-kept gardens - Food outlets - Toilets - Street entertainers | | Service received | - Easy parking - Good signage - Exhilarating rides - Enjoyable attractions - Full day out - Fun time - Never a dull moment - Lots of rides - Lots of food available - Helpful staff - Clean toilets | | | - Good food - 18 rides used - 3 attractions experienced - Fun day out with the family - Thrills - Terrifying rides - Exhausting - Car parking is extra - Good value for money - Want to go again - Will recommend to friends | ## 4.3 New Service Development Process Cycle | Source of Technology | Service Example | Service Industry Impact | |-----------------------|------------------------|------------------------------------------------------------------------------------| | Power/energy | Jet aircraft | International flight is feasible | | Facility design | Nuclear energy | Less dependence on fossil fuel | | Materials | Hotel atrium | Feeling of grandeur/ spaciousness | | Methods | Enclosed sports stadium | Year-around use | | Information | Photochromic glass | Energy conservation | | | Just-in-time (JIT) | Reduce supply-chain inventories | | | Six Sigma | Institutionalize quality effort | | | E-commerce | Increase market to worldwide | | | Satellite TV | Alternative to cable TV | **Technology-Driven Service Innovation** ## 5. Type of Customer Contact - Customer contact with the service delivery system can occur in three primary ways - 1. Customers can be physically present and interact directly with the service providers when creating the service. In this instance, the customer has full sensory awareness of the service surroundings (e.g., loan application submitted and processes at the Bank). 2. Contact may be indirect via the Internet from the customer’s home or office (e.g., payment on the loan can be accomplished by electronic funds transfer). 3. Some service activities can be performed with no customer contact at all (e.g., record-keeping for the loan is conducted in a back office of the Bank) ## 6. Generic Approaches to Service System Design - The service package has specific attributes that the customer experiences during the service encounter: - Supporting facility - Facilitating goods - Information explicit (clearly stated) services and implicit (suggested or not directly stated) services. ### Following are the generic approaches to Service System Design - 1. Production-Line Approach. 2. Customer as Co-producer Approach. 3. Customer Contact Approach. ## 6.1 Production Line Approach Routine services are delivered through a Production-Line approach and provided in a controlled environment. - **Objective**: - To ensure consistent service delivery quality. - To achieve efficiency in operation. - **The output in this is machine-paced**: - Special tools and machines are provided to increase productivity. - Could gain a competitive advantage with a cost leadership strategy. - The production-line approach to service system design attempts to translate a successful manufacturing concept into the service sector, and several features contribute to its success. ## 6.1 Production Line Approach - **Example of Production - Line approach is the business model of McDonald’s service operations.** - **This is also called the manufacturing-in-the-field approach.** - **Raw materials (e.g., hamburger patties) are measured and prepackaged off-site, leaving employees no choice as to size, quality, or consistency.** - **Storage facilities are designed expressly for the predetermined mix of products.** - **No extra space for food and beverages not called for in the service.** ## 6.1 Production Line Approach ### Characteristics of Production-Line approach: - Limited Discretionary (Flexible) Action of Personnel. - Division of Labour. - Substitution of Technology for People. - Service Standardization. ## 6.2 Customer As Coproducer - For most service systems, the customer is present when the service is performed. - In some cases, the customer represents productive labor in certain situations. - By making Customers a Coproducer, opportunities exist to increase the productivity of services. - Customer participation can increase the degree of customization. - Depending on customer involvement, a spectrum of service delivery systems is possible, from self-service to complete dependence on a service provider. ## 6.2 Customer As Coproducer - An example of a customer as a co-producer is Pizza Hut's lunch buffet. - Pizza Hut’s lunch buffet permits customers to make their salads. - Customers can select pizza by the slice. - Customer is involved in the service process, which results in cost leadership and some customization. ## 6.3 Customer Contact Approach - In service operations, production and consumption are simultaneous services. - Hence, the customer forms an important operation element of service operation. - Customer is not only present at the site when service is delivered but, in some instances, is also a part of the production of services. - Delivery system of services can be separated as: - High-Contact-Customer operations - Low-Contact-Customer operations (back-office operations). ## 6.3 Customer Contact Approach - The success of this approach depends on: - the required amount of customer contact in the creation of service is referred to as the Degree of Customer Contact and - on the ability to isolate technical operations referred to as Separation of High-and Low Contact Operations. ## 6.3 Customer Contact Approach | Design Consideration | High-Contact Operation | Low-Contact Operation | |-----------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Facility | Operations must be near the customer. Facility should accommodate the customer's physical and psychological needs and expectations. | Operations may be placed near supply, location transportation, or labor. Facility should enhance production. | | Facility layout | Environment as well as the physical product define the nature of the service. | Customer is concerned mainly with completion dates. | | Product design | Stages of production process have a direct, immediate effect on the customer. | Customer is not involved in the majority of processing steps. Customer is concerned mainly with completion dates. | | Process design | Customer is in the production schedule and must be accommodated. | Both backlogging and production smoothing are possible. | | Scheduling | Orders cannot be stored, so smoothing production flow will result in loss of business. | | | Production planning | Direct workforce makes up a major part of the service product and so must be able to interact well with the public. | | | Worker skills | | Direct workforce need only have technical skills. | | Quality control | Quality standards are often in the eye of the beholder and hence variable. | Quality standards are generally measurable and hence fixed. Work is performed on customer surrogates (e.g., forms), and time standards can be tight. | | Time standards | Service time depends on customer needs, and therefore time standards are inherently loose. | | | Wage payment | Variable output requires time-based wage systems. | “Fixable” output permits output-based wage systems. | | Capacity planning | To avoid lost sales, capacity must be set to match peak demand. | Storable output permits setting capacity at some average demand level. | | Forecasting | Forecasts are short-term, time-oriented. | Forecasts are long-term, output-oriented. | ## 7. Zone of Service Tolerance - As services are heterogeneous, performance differs with: - Different Providers - Employees of the same provider - Same service employee - If service **DROPS** below this level - Customer's frustration & dissatisfaction - If service is **HIGHER** than this level - Exceeds expectations & Delight - If service **WITHIN** the zone - Customers don’t notice service performance - The extent to which customers recognize & are willing to accept this variation is called the "ZONE of TOLERANCE." - E.g., Billing counter of the superstore, waiting time involved. ## 7. Zone of Service Tolerance - Different Customers have different Zones of Tolerance- - e.g., Working couples to undertake repair of household-pressed for time, tolerance is NARROW as against single working member in the family - e.g., When prices increase, customers are less tolerant & vice versa - Service Dimensions also vary: Zones of Tolerance- - e.g., Less tolerant when promises are broken. ## 7.1 Desired Service Expectation - **PERSONAL NEEDS** - Physical - Social - Psychological - Functional - For example, a customer with high social dependency will expect a hotel to offer high ancillary services like a bar, live music, discotheque, etc. - **ENDURING SERVICE INTENSIFIERS** - Driven by factors of another person or group of people. - For The father, planning out the family vacation will take into consideration the needs of all members. ## 7.2 Adequate Service Expectation - **TEMPORARY NEED** - - E.g.. An accident gave rise to the need for automobile insurance- tolerance high. - **PERCEIVED ALTERNATIVES** - - e.g. Airline customer in a small town- tolerance high - **CUSTOMER'S ROLE** - - e.g., The customer is unable to explain what kind of haircut she wants- tolerance high - **SITUATIONAL FACTORS** - - E.g. Telephone lines and the internet were slow after a natural calamity - **PREDICTED SERVICE** - - E.g. Rush of railway reservation during summer holidays- tolerance high ## 7.3 Customer Point of View ## 8. Service Encounters It is also called "MOMENTS OF TRUTH" Every interaction of a customer with a service firm creates an impression. Many positive interactions add up to a composite image of the firm in the customer's mind. “For e.g., at the department store, if the sales assistant smiles at you and calls you by your name while handing you back your credit card, it makes you go back there again." ### 3 Types of Encounters: 1. **Remote Encounters** (no human factor involved) e.g., Customer interacts with a bank through an ATM 2. **Phone Encounters** (over the telephone) e.g., Call Centers, Insurance services, Banks, etc 3. **Face to Face Encounters** (with the person), e.g., Hotels, Restaurants, Airlines, etc. ## 8.1 Service Encounters - **REMOTE ENCOUNTERS** - Important factors are, - Tangible Evidence of the service - Quality of the technical processes & systems - **PHONE ENCOUNTERS** - Important Factors are, - Tone of Voice - Employees’ Knowledge - Efficiency in handling customer issues - **FACE-TO-FACE ENCOUNTERS** -Important factors are, - Both Verbal & Non Verbal behaviors - Tangible cues like employees’ dress - Other symbols of service (like equipment, information brochures, physical setting, etc) ## 9. Shabby Millionaire Case One day in 1989, Mr. Barrier visited his bank in Washington, with whom he had been banking for the last 30 years. He was wearing his usual shabby clothes and came in his pickup truck, parking it in the lot next to the bank. After cashing a cheque, he went outside and was stopped by a parking attendant who told him there was a 60-cent fee for parking, and he could get his parking slip validated in the bank and park for free. Barrier thought there was no problem and returned to the bank to get it validated. The teller looked him up and down and refused to stamp his slip, saying that they would validate for people who have transactions with the bank and that cashing a cheque wasn't a transaction. Mr. Barrier then meets the bank manager, who looks him up and refuses to validate the parking bill. Mr. Barrier said, “Fine. You don't need me, and I don’t need you ". He withdrew all his money, took it down the street to a competing bank, and deposited his $1,000,000 to them. ## 10. Positioning of Service Positioning means creating an image in the service consumer's mind. ### Objective Positioning - The first rule is creating uniqueness. - Objective attributes of the service. - e.g., the Name of Oberoi suggests a luxury class of hotels ### Subjective Positioning - The first rule is to create differentiation. - Perceived image of the consumer - Segregating your service from your competitors - e.g. Difference in Service perceived by customers of Oberoi & Holiday Inn ## 10.1 Strategic Positioning of Service | No. | Positioning By | Examples | |------|----------------|---------------------------------------------------------------------------------------------------------------------------------------------| | 1 | FEATURES | - e.g. live music along with dinner in the restaurant | | 2 | COMPARISON | - e.g. highest occupancy rate in town for a hotel, highest percentage of satisfied customers for an airline, etc | | 3 | BENEFIT TO CONSUMER- | - “home away from home" for a hotel, "no hassles of cooking & cleaning for a party " by a local caterer, etc. | | 4 | EXPERT | - " we know your budget tour best " by a travel agency | | 5 | GUARANTEES | - "full satisfaction or money back" by a retail storesNumber 1 in Maharashtra " by IDEA, etc. | | 6 | SMART TAG LINES- | - "Have you met life today? " by Met Life in India and "Get Met. It Pays." by Met Life in the USA. | | 7 | EMOTIONS | - "Jivan ke sath bhi aur Jivan ke bad bhi" | ## 10.2 Positioning Mapping | | | |-------------------------------------------|------------------------------| | Excellent Image | Hotel A has not maximized its awareness | | | Hotel B currently in ideal position and should look for growth | | | Hotel C, few customers are aware that it Exists, but is not the 1st option of customers | | | Hotel D is worst, customers not Happy & majority of market is Aware of the poor image | | Low Brand Awareness | High Brand Awareness | | Poor Image | | ## 11. Five Steps to Service Blueprinting | | | |-----------|-------------------------------------| | **FIND** | Find Support | | **DEFINE** | Define the Goal | | **GATHER** | Gather Research | | **MAP** | Map the Blueprint | | **REFINE** | Refine & Distribute | ## 11.1 Service Blueprinting - Architectural drawings called blueprints. - Blueprints of the product show what the product should look like and all the specifications needed for its manufacture. - The service delivery system can also be captured in a visual diagram, i.e., a service blueprint, and used similarly for the design of services. - Blueprinting is a technique that helps to understand the totality of service as a process. - The blueprint is an objective, graphical depiction of the service. ## 11.1 Service Blueprinting - Service encounters are not standardized; this inconsistency (variability) prevents quality measurement, which seeks to ‘map’ the service process. - With such a ‘map’ and ‘scripts,’ it is possible to be systematic in the encounter analysis. This process is called ‘blueprinting’. ## 11.2 Steps in Service Blueprinting - Key steps in preparing Service Blueprint. - To identify the activities involved in delivering the service and present these in a diagrammatic form. The level of detail will depend on the complexity and nature of the service. - To identify the critical points. These are stages where things may go wrong. The corrective measures at this stage must be determined, and systems and procedures should be developed to reduce the occurrence in the first instance. - To set standards against which the performance should be measured. - To analyze the profitability of the service delivered regarding the number of customers served. ## 11.3 Service Blueprinting Hotel Example **Blueprint of Luxury Hotel** | | | | | | | | | | |--------------------------------------|--------------------------------------------------------------|-----------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------|-------------------------------------|----------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------------------------------------------------| | **PHYSICAL EVIDENCE** | **Hotel Exterior** | **Cart for Bags** | **Lobby Waiting Area Desk/Counter** | **Elevators Hallways** | **Handling Placement in Room** | **Bath Television Bed** | **Menu Call Room Service** | **Wait Appearance Food Receive Eat Food** | **Wait Accurate Bill Check-out and Leave** | | **CUSTOMER ACTIONS** | **Arrive at Hotel** | **Give Bags to Bellperson** | **Check-in** | **Go to Room** | **Receive Bags** | **Shower Sleep** | **Deliver Bags** | **Deliver Food** | | | **Line of Interaction** | | | | | | | | | | **ONSTAGE CONTACT PERSON** | **Greet and Take Bags** | **Process Registration** | **Deliver Bags** | | | | | **Deliver Food** | **Process Check-out** | | **Line of Visibility...** | | | | | | | | | | **BACKSTAGE CONTACT PERSON** | | **Take Bags to Room** | | | | | | | | **Line of Internal Interaction** | | | | | | | | | | **SUPPORT PROCESSES** | | **Registration System** | | | | | | **Take Food Order** | **Registration System** | ## 11.4 Service Blueprinting Example **Blueprint of Student Acquisition & Education Delivery Process of B-School** | | | |---------------------------------------------------------------------|---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | **Prospect/would-be student reached through variety of sources** | **Guide customer in enrolment/admission through personal counselling, terms and conditions in prospectus/brochure display on notice board; clarifying admission criterion etc.** | | **Admission Process** | **1. Entrance test 3. Personal interview** | | **Education Delivery Process** | **2. Group discussion 4. Selection criteria** | | | **Measure and Monitor Results** | | **Qualification of Students** | **Yes** | | **Record Evidence Through Marksheet** | | | **Analysis for Improvement** | **Take corrective & preventive action.** **No** | ## 11.5 Considerations for Service Blueprinting - Important considerations while preparing a Service Blueprint. - To pay greater attention to customer interaction with the service organization. - Clear diagrammatic distinctions should be made between the actions of customers and service contact personnel. - Additional vertical layers to the diagram are to be drawn in service maps to provide a visual representation of the structure of the service. - The backstage activities are divided into those provided by frontline employees, support staff, and management services.

Operations Management Module 1: Process Analysis PDF

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