Customisation - service process matrix, Operation Management

Customisation - Service Process Matrix

Customisation reflects the degree to which the service provided is tailored to the needs of the customer. Organisations which have a high degree of both interaction and customisation are categorised as high in the matrix (eg hospitals). Conversely, organisations which have a low degree of both interaction and customisation are categorised as low (eg schools). In considering the matrix it is important to understand that Schmenner has partitioned it into quadrants, to permit convenient labelling: service factory, service shop, mass service and professional services. However, each of the axes should be viewed as a continuum, and an organisation could, in principle, locate its operations at a particular point(s) on the matrix.

394_Customisation - service process matrix.png

For example, whereas most state schools would be positioned near the bottom left-hand corner of the matrix, it could be argued that the University of Strathclyde's Graduate School of Business (USGSB) would be positioned rather nearer the centre of the matrix. USGSB would have a relatively low score for labour intensity (despite the high levels of academic and support staff) because of the high investment in facilities such as buildings, computer-linked colour projection equipment, computer laboratories, audio/ video equipment, etc. On the other axis, USGSB has designed its MBA degree programme to provide some degree of customisation as the course progresses, by presenting students with a choice of four elective classes from around twenty offered (assemble- to-order?). The purpose of such a classification system is to allow useful observations to be made, and actions to be taken. Schmenner used his matrix to identify the major challenges to be expected, according to the quadrant in which a service organisation is located (see figure). Once we can label an operation, we understand many of its characteristics. We can identify the most important variables and the least important. We can determine the key challenges facing the operations manager. We can also see where our system relates to other operating systems should it be necessary to review or compare performance.

Posted Date: 3/18/2013 1:26:11 AM | Location : United States







Related Discussions:- Customisation - service process matrix, Assignment Help, Ask Question on Customisation - service process matrix, Get Answer, Expert's Help, Customisation - service process matrix Discussions

Write discussion on Customisation - service process matrix
Your posts are moderated
Related Questions
Is direct to consumer (DTC) advertising of drugs considered ethical? What facts could be supplied to help you make your decision? 2. What ethical issues should be considered when m

Telephone inquiries of 100 cell phone company customers are monitored daily at random.  Incidents of incorrect information or other nonconformities (such as rudeness to customers)

what is the operation management in linear programming

Why is scheduling fairly simple for repetitive systems but fairly complex for job shops?

In your own words, what do you think acquisition management is and what are your impressions on how it is done in the DoD?

Describe line and staff organisation. Line and Staff Organisation: As the industry grow in size and complexity, the line executives could not perform appropriately all other

How can situational approaches to leadership integrate goals to increase the effectiveness of your organization?

A PAPER MILL PRODUCES TWO GRADES OF PAPER VIZ., X AND Y. BECAUSE OF RAW MATERIAL RESTRICTIONS, IT CANNOT PRODUCE MORE THAN 400 TONS OF GRADE X PAPER AND 300 TONS OF GRADE Y PAPER I

The management and Directors of Google have stated that there is no plan for Google to ever pay dividends. Yet, the stock trades at a very high price in dollar terms (around $490 p

What are the types of the workforce flexibility? Types of workforce flexibility: a. Functional flexibility (task flexibility or multi-skilled employees) b. Financial f