Make it happen Service Prototyping

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Make it happen Service Prototyping October 29, 2009 Wessel-Jan Fijnvandraat & Dries Van Haelewijck

Outline 1. Introduction: Service vs. Product

2. Service Innovation Customer Satisfaction Lean Organisation

3. Service Prototyping

4. CASE: Service prototyping for a hospital reception

5. Service Monitoring

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Outline 1. Introduction: Service vs. Product

2. Service Innovation Customer Satisfaction Lean Organisation

3. Service Prototyping

4. CASE: Service prototyping for a hospital reception

5. Service Monitoring

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Service vs. Product

vs.

Product = tangible interaction between business and customer

Service = intangible

- You want to reduce intangibility: when selling services it is important to remind clients what they are getting.

- You‟re getting close to the customer, getting to know them and allowing them to get to know you. © MÖBIUS

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Product innovation

Prototyping Generate ideas

Scope idea

Build business case

Develop product

Test & validate product

Launch product

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Service innovation

Prototyping Generate ideas

Scope idea

Build business case

Develop product

?

Test & validate product

Launch product

Monitor service Š MÖBIUS

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Outline 1. Introduction: Service vs. Product

2. Service Innovation Customer Satisfaction Lean Organisation

3. Service Prototyping

4. CASE: Service prototyping for a hospital reception

5. Service Monitoring

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Why do we need to innovate our service?

Loyalty High

Low 1

2

3

4

5

Customer Satisfaction Source: Jones & Sasser (1995)

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Which service do we want to offer?

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How can we innovate our service?

Word of mouth communications

Personal needs

Past experience

Expected service Customer satisfaction  Perceived service

External communication to customers

Service delivery Delivery gap

Translation of perceptions into service quality specifications

Positioning gap

Standards gap

Knowledge gap

Management of perceptions of consumer expectations Source: Parasuraman, Zeithaml & Berry (1985)

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The service concept

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The service concept

?

? ?

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Satisfiers vs dissatisfiers: Kano-model satisfied “Delighters” (Could-Haves)

“Satisfiers”

indifference

(Should-Haves) Need well fulfilled Need not fulfilled

“Dissatisfier” (Must-Haves)

dissatisfied © MÖBIUS

Source: Kano et al. (1984)

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Customer Satisfaction vs. Lean organisation

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Lean organisation if everybody performs like top 20%

increase of efficiency with 30%

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Lean is a human-oriented philosophy Lean thinking = eliminate waste  Non value-added activities

 From a customers perspective

Lean philosophy = focus on employee  Employees create value  Employees are an integral part of the process of continuous improvement

Power of Lean  People are the foundation of innovation. They generate and develop the ideas for innovation and improvement

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Lean

Perfection is achieved not when there is nothing left to add, but when there is nothing left to take away.

- Antoine de Saint-Exupery -

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Balance

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Different service prototyping techniques to evaluate the balance between a Lean Organisation and Customer Satisfaction 18

Outline 1. Introduction: Service vs. Product

2. Service Innovation Customer Satisfaction Lean Organisation

3. Service Prototyping

4. CASE: Service prototyping for a hospital reception

5. Service Monitoring

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Service prototyping techniques Simulation Testlab

Pilot

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Test lab for speech recognition

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Pilot for a Contact Center

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Simulation in a Contact Center

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Outline 1. Introduction: Service vs. Product

2. Service Innovation Customer Satisfaction Lean Organisation

3. Service Prototyping

4. CASE: Service prototyping for a hospital reception

5. Service Monitoring

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Case: Hospital reception  Our hospital registers 3 types of patients:   

Emergency Outpatients (not hospitalized, for diagnosis or treatment) Inpatients (admitted to the hospital, stays overnight)

 3 types of desks for patient registration:   

Emergency Outpatients Inpatients

 We want to serve our patients within 5 minutes.

Target service level is 90%

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Case: Hospital reception Number of patients arriving for registration per hour

Employees registering at different types of desks

h

emergency

outpatient

inpatient

h

emergency

outpatient

inpatient

8-9 9 - 10 10 - 11 11 - 12 12 - 13 13 - 14 14 - 15 15 - 16 16 - 17

10 10 10 10 10 10 10 10 10

220 220 220 200 180 160 140 120 100

35 35 32 30 28 20 20 15 15

8-9 9 - 10 10 - 11 11 - 12 12 - 13 13 - 14 14 - 15 15 - 16 16 - 17

1 1 1 1 1 1 1 1 1

7 7 7 7 7 7 7 7 7

3 3 3 3 3 3 3 3 3

Average registration time (in minutes) emergency

outpatient

inpatient

2

2

5

 How can we improve the quality of our service?  From customers perspective  From our organisations perspective © MÖBIUS

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So, why service prototyping?

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Outline 1. Introduction: Service vs. Product

2. Service Innovation Customer Satisfaction Lean Organisation

3. Service Prototyping

4. CASE: Service prototyping for a hospital reception

5. Service Monitoring

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Service monitoring

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How can we innovate our service?

Word of mouth communications

Personal needs

Past experience

Expected service Customer satisfaction 

Perceived service

External communication to customers

Service delivery Delivery gap

Translation of perceptions into service quality specifications

Positioning gap

Standards gap

Knowledge gap © MÖBIUS

Management of perceptions of consumer expectations Source: Parasuraman, Zeithaml & Berry (1985)

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Service monitoring

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Folding a sheet of paper Fold a sheet of paper of 1 mm 50 times.

What will be the thickness?

A. 1 m B. 100 m C. 5 km D. > 50 km - 250mm = 562.949.953.421.000 mm = 562.949.953,421 km

- Distance earth-moon = 385.000 km - 2924 times distance earth-moon Š MÖBIUS

- 7,53 times distance earth-sun (sun at 149.597.892 km)

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Correlation, cause, effect, coincidence or unknown?

Is the decrease in number of pirates a direct cause of the increase of the global average temperature?

30 Palermo (ltalië)

Aantal verdrinkingen per jaar

25

20

15 Marseille (Frankrijk)

10 Oostende (België) 5

Does ice cream kill ?

Anchorage (alaska) 0 0

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Helsinki (Finland)

10

20

30

40

Jaarconsumptie ijsjes (ton)

50

60

70

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We overestimate our own capacities…

Lake Wobegon Effect:  Everybody is better than average!

Source: Wason(1960)

100,0%

Percent

80,0% 60,0% 40,0%

20,0% 0,0%

Better than average

Less than average

Car driver capacity Error Bars: 95% CI

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Example  How to improve customer satisfaction in your restaurant?

10 9

8 7 6 5 4

3 2 1 0 Tevredenheid

Kwaliteit maaltijd

Vriendelijkheid

Prijs

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Example  How to improve customer satisfaction in your restaurant?

10 9

8 7 6 5 4

3 2 1 0 Tevredenheid

Kwaliteit maaltijd

Vriendelijkheid

Prijs

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Example  How to improve customer satisfaction in your restaurant?

10 9

8 7 6 5 4

3 2 1 0 Tevredenheid

Kwaliteit maaltijd

Vriendelijkheid

Prijs

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Example  How to improve customer satisfaction in your restaurant?

10 9

8 7 6 5 4

3 2 1 0 Tevredenheid

Sfeer & stijl

Kwaliteit maaltijd

Vriendelijkheid

Prijs

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Learning Organization  Acting based on performance indicators: 3 levels of „learning‟ Mission / Vision

Goals

Performance indicators

Processes

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Service monitoring techniques Survey Mystery shopping Auditing

Real time monitoring

Triple loop learning Mission / Vision

Goals

Performance indicators

Processes

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Conclusion  Service vs. Product  Service Innovation

 Service Prototyping  Service Monitoring

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“A simple change in the key process doubles the return on investment” - August F. Möbius (1790-1868), German mathematician and astronomer

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The idea of August Möbius is considered a touch of genius for its simplicity.

This touch of genius is why we chose the Möbius ring as the symbol of our organization.

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OUR DIFFERENTATIORS

1 2 3 Š MÖBIUS

advice advice based onbased facts & figureson facts & figures We deliver quantitative management decision support. The results we show our clients are tangible. We offer performance oriented solutions which we implement in close partnership with our customers.

we complete your team we complete your team We differentiate ourselves in the people you work with and pay for. We go to great lengths to hire and retain the best in class people. A tailor made team, based on your needs, of highly skilled and experienced people will support you.

focus

focus

We focus on the things we do best. No more, no less. This keeps us up to speed and enables fast knowledge sharing with our partners.

MÖBIUS References Services Telecom

Media

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Prof. services

Healthcare

Interim

Utilities

Transport

Waste treatement

Leasure

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MÖBIUS References Public sector Local

Regional

National en European AMINAL Rekenhof

Chancellery Prime Minister

FPS Budget

FPS ICT FPS Finance

AZF

FPS P&O

VAR

FPS Justice

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FPS Mobility & Transport

FPS Public Health

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Contact gegevens For more information you can contact: Wessel-Jan Fijnvandraat Tel: +32 (0)9 280 74 20 Email: w.fijnvandraat@mobius.eu Dries van Halewijk Tel: +32 (0)9 280 74 20 Email: dries.vanhalewijk@mobius.eu

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www.mobius.eu Focused Consultancy, Measurable Benefits

End Wessel-Jan Fijnvandraat – directeur MÖBIUS Nederland wesfij@mobius.eu Dries Van Haelewijck – senior consultant MÖBIUS dries.vanhalewijck@mobius.eu

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