Service Operations Management: Improving Service Delivery by Robert Johnston

By Robert Johnston

Written for college students of operations administration classes on an undergraduate, MSc or MBA direction, this publication combines a pragmatic technique with precise theoretical underpinning to supply a useful viewpoint in this turning out to be sector. delivering instruments, frameworks and methods for operational research and development, the textual content builds at the rules of operations administration; reading the operations judgements that managers face in controlling their assets and in providing prone to their buyers

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Extra resources for Service Operations Management: Improving Service Delivery (2nd Edition)

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In many cases this includes improving efficiency as well as quality. 10 Encouraging innovation Improving the operation is about taking what exists and developing it. e. what is new. Innovation therefore usually requires an element of risk; financial risk because innovations require time and money, and often personal risk as the ‘champion’ for change puts their reputation on the line. Introducing the web cam to the nursery was an innovation that required some expense and no doubt attracted some detractors.

The problem had started several months earlier when John had taken out a subscription to a gardening magazine charged to his FinanceCo platinum credit card. FinanceCo had offered a 10 per cent discount for the first three months’ subscription if customers signed up for at least six months. The amount would be added to customers’ credit card accounts each month. The first magazine arrived promptly, the second was a week late, and the third failed to arrive. John Smith decided to cancel his subscription and rang FinanceCo to do this.

Public services are under continual scrutiny. As a result, aspects of service operations that might be taken for granted by their private sector colleagues must be carefully justified in these organisations (Chapters 10 and 11). ● Rationing supply of service. Public sector organisations cannot use the pricing mechanism to regulate demand. With essential services, this can be a very sensitive issue. The health service must make policy decisions as to how much resource can be devoted to heart operations, to maternity services, and so on.

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