فرایندهای پیچیده ارائه خدمات: از استراتژی تا عملیات (ویرایش چهارم)

Different types of organizations provide services that require multiple, complex services to produce results. Oftentimes, those complex services morph into a maze of system processes that crisscross, impeding the smooth operation of processes and value creation. So how can you manage multiple services efficiently and effectively? This book outlines the strategy and execution needed to meet your goals. Numerous examples, exercises, and tools are included to help explain and clarify. The revised fourth edition includes a new focus on the impact of artificial intelligence in complex services, as well as links to video clips and podcasts. Professionals, semi-professionals, and technical workers in all areas, from law to medicine, accounting to engineering, social work to architecture, will find this book an invaluable tool in achieving success. Cover Title page CIP data Dedication Table of Contents List of Figures and Tables List of Videos Major Abbreviations Preface Acknowledgments Introduction Part I Chapter 1. Understanding Quality and Value 1.1 PROMISING VALUE AND CREATING IT—ANCHORING QUALITY TO CHANGING VALUE PROPOSITIONS 1.2 SERVICES 1.3 A CUSTOMER-CENTRIC VIEW OF SERVICES 1.4 VALUE PROPOSITIONS AND QUALITY OF SERVICE 1.5 THE CUSTOMER VALUE EQUATION 1.6 POSITIONING IN COMPLEX SERVICES 1.7 MANAGING THE SHAREHOLDER VALUE EQUATION 1.8 CONCLUSION EXERCISES NOTES Chapter 2. Business Model, Value to Process, Technology (Basic), and the Process Connection—Deep Modeling 2.1 BUSINESS MODEL AND STRATEGY IN PROFESSIONAL SERVICES 2.2 SERVICE STRATEGY: THE PROCESS CONNECTION 2.3 BETTER UNDERSTANDING PROCESSES TO ENSURE STRATEGIC FIT 2.4 OPERATIONS MANAGEMENT AND OPERATIONAL EXCELLENCE 2.5 THE LEARNING ORGANIZATION 2.6 UNDERSTANDING TECHNOLOGY 2.7 THE EFFECTS OF TECHNOLOGICAL CHANGE ON PROCESSES 2.8 CONCLUSION EXERCISES NOTES Chapter 3. Complex Services in the Age of AI 3.1 CLASSIFYING PROFESSIONAL SERVICES 3.2 THE PROFESSIONAL SERVICE EXPERIENCE 3.3 LEADERSHIP AND RESPECT AT THE MOMENT OF TRUTH 3.4 THE ENVIRONMENT—THE PESTEL MODEL 3.5 TECHNOLOGICAL CHANGE: EXPERIENCING THE AI WAVE 3.6 REGULATING 3.7 EVOLVING THE SERVICE AS THE ENVIRONMENT CHANGES 3.8 EXPLORING AI IN ONE SECTOR OF PROFESSIONAL SERVICES: LAW ENFORCEMENT AND JUSTICE 3.9 STAKEHOLDER ANALYSIS 3.10 CONCLUSION NOTES Chapter 4. Health and Wellness 4.1 THE STATE OF HEALTH 4.2 THE CLIENT’S PERSPECTIVE 4.3 THE SERVICE PROVIDER’S PERSPECTIVE 4.4 KNEE-PAIN TREATMENT—DEEP DIVE INTO THE SCRUM 4.5 DIFFERENT PERSPECTIVES ON AI AND SMART DEVICES FOR THE TREATMENT OF CHRONIC KNEE PROBLEMS, IN THE FIRST PERSON 4.6 ALLIANCES AND POWER STRUGGLES 4.7 DOING A QUALITY JOB 4.8 COMPETITION 4.9 CONCLUSION NOTES Part II Chapter 5. The Nature of Processes 5.1 WHAT IS A PROCESS? 5.2 EXPLORING THE PROCESS SPACE 5.3 CHAIN OF COMMITMENT 5.4 PROCESSES: AT THE HEART OF VALUE CREATION AND LEARNING 5.5 ILLUSTRATION OF STRATEGY TO PROCESS CONNECTION: A ONE-PERSON BUSINESS 5.6 CONCLUSION EXERCISES NOTES Chapter 6. Managing a Process 6.1 VARIATION AND PROCESS CONTROL 6.2 PROCESS CONTROL—A SYSTEMS VIEW 6.3 PROCESS CONTROL IN PROFESSIONAL SERVICES 6.4 CONCLUSION EXERCISES NOTE Chapter 7. Connecting Value to Processes: The Techniques 7.1 SELECTING THE RIGHT PROCESS 7.2 IDENTIFY PROCESSES AND EVALUATE THEIR IMPACT ON KEY METRICS 7.3 SELECT PROCESSES ON THE BASIS OF SALIENCE AND PERFORMANCE 7.4 PROCESS MISSION: A HINGE BETWEEN STRATEGY AND OPERATION 7.5 SCOPING A PROCESS FOR IMPROVEMENT OR DESIGN 7.6 CONCLUSION EXERCISES NOTES Chapter 8. The Learning Cycle and the Kaizen Event 8.1 THE LEARNING CYCLE: “MOVING” PROCESSES 8.2 PROCESS PROBLEMS 8.3 PHILOSOPHIES, METHODOLOGIES, AND TOOLS 8.4 CHANGE VEHICLES 8.5 THE MATCH 8.6 CONCLUSION EXERCISES NOTES Chapter 9. Doing Things Better: Improving an Existing Process 9.1 HIGH-LEVEL VIEW OF THE IMPROVEMENTMETHODOLOGY 9.2 BACKGROUND 9.3 DEFINE 9.4 MEASURE 9.5 ANALYZE 9.6 IMPROVE 9.7 CONTROL 9.8 UNDERSTANDING THE DMAIC METHODOLOGY 9.9 CONCLUSION EXERCISE NOTE Chapter 10. Doing Things Right the First Time: Designing a Process That Works 10.1 HIGH-LEVEL VIEW OF THE DESIGN METHODOLOGY AND PROJECT SETUP 10.2 DEFINE 10.3 CHARACTERIZE 10.4 DESIGN 10.5 VERIFY 10.6 UNDERSTANDING THE DESIGN METHODOLOGY 10.7 COMPARING DCDV AND DMAIC 10.8 CONCLUSION EXERCISE NOTES Conclusion Appendix A .Preparing an “I” Chart Appendix B. Specifying the Effect of Each Offering on the Client: The Kano Model References Index