Mapping service processes in manufacturing companies: industrial service blueprinting

Abstract

Purpose -The purpose of this paper is to propose a process-modelling method that is based on methods from both operations management (OM) and service operations management (SOM), which complies with the special requirements of servitised manufacturers. Design/methodology/approach -After a comprehensive literature review of organisational change in servitised manufacturers, the requirements for modelling industrial services are established. In addition, existing business process-modelling methods from OM and SOM are classified and related to these requirements. A modelling method that is adapted to the needs of servitised manufacturers is proposed, and the practical advantages of this methodology are explored in an exemplary case study of a machine tool manufacturer. Findings -This paper suggests that existing instruments that have been developed within OM and SOM need considerable adjustment to comply with the needs of servitised manufacturers. Originality/value -This paper contributes towards mastering the transition from the production of capital goods to the offering of entire solutions by outlining the special requirements of the process structure in a manufacturing company as it turns into a solution-provider.

The role of Lean at the interface with between operations management and applied services within a large aerospace organisation: a boundary spanning perspective

“…Bowen and Youngdahl (1998) suggest that Lean can act as a mediating mechanism between the boundary spanning interface of OM -AS provided these issues are addressed. Hines et al (2004), consistent with Biege et al (2012), highlighted the need to address Lean's applicability outside a manufacturing environment in dealing with variability and its limited consideration of people related issues in OM -AS interfaces. The literature shows that there has been considerably less research in the application of Lean in OM -AS interfaces in comparison to that of product-based activities such as OM (Arlbjørn et al, 2011 andRadnor andJohnston, 2013;Del Palacio et al, 2011;Piercy and Rich, 2009).…”

“…Problems associated with the interface between OM and AS environments involving the direct transfer of Lean terms from OM include the misinterpretation of terminology (Biege et al, 2012 and Jaaskelainen et al, 2012), lack of a tangible product (Liker and Morgan, 2006) and the higher degree of variability of demand relating to service environments (Arlbjørn and Freytag, 2013;Seddon, 2005). Bowen and Youngdahl (1998) suggest that Lean can act as a mediating mechanism between the boundary spanning interface of OM -AS provided these issues are addressed.…”

“…This approach implies that knowledge of the customer and the development of customer value propositions are necessary, rather than relying on organisational push factors (Biege et al, 2012).…”

Service Ecosystems Supporting High Reliability Assets

“…Service blueprinting presents a systematic method for linking the customer perspective of an individual "service encounter" with the physical assets, staff actions and underlying information processes involved [17]. An adaptation called Industrial Service Blueprinting has been used in supporting firms offering product-service packages [18].…”

“…An adaptation called Industrial Service Blueprinting has been used in supporting firms offering product-service packages [18]. Service blueprinting presents a systematic method for linking the customer perspective of an individual "service encounter" with the physical assets, staff actions and underlying information processes involved [17].…”