Service development in traditional product manufacturing companies

Gebauer, Heiko; Krempl, Regine; Fleisch, Elgar

doi:10.1108/14601060810869875

Cited by 52 publications

(22 citation statements)

References 36 publications

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“…Consequentemente, a estrutura organizacional irá se diferenciar de acordo com o portfólio de serviços de cada negócio, assim como o tipo de consumidor, a sua disposição em participar no processo de criação de serviços e sua inclinação em investir na relação empresaconsumidor (GEBAUER; KREMPL;FLEISCH, 2008;KINDSTROM, 2010). Dessa forma, alterações nos contratos dos clientes, especialmente na categoria de negócios entre empresas (B2B) deverão contar com adaptações individuais, considerando atender as necessidades do mercado (KINDSTROM, 2010).…”

Section: Mudançasunclassified

Software como serviço: um estudo de caso

Caversan

Silva

Mello

2017

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

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Resumo: Este artigo analisa o processo de servitização em uma empresa de tecnologia de informação. Inicialmente foi realizada uma revisão de literatura, seguida de um estudo de caso na empresa de software. Observações diretas e entrevistas com os colaboradores envolvidos diretamente no processo foram realizadas, caracterizando motivações, mudanças e desafios. A partir da análise dos resultados, foi desenvolvido um checklist que auxilia as empresas na adoção de tal prática. Algumas ações são importantes na implantação da servitização: a revisão do portfólio de produtos e clientes; a preparação das equipes de linha de frente, envolvimento da gestão e liderança, a gestão de contratos e a gestão de melhorias.Palavras-chave: Serviço. Software como Serviço. Servitização. Tecnologia da Informação.Abstract: This article analyzes the servitization process in an information technology company. Initially, a literature review was carried out, followed by a case study in the software company. Direct observations and interviews with the collaborators directly involved in the process were conducted, characterizing motivations, changes and challenges. Based on the analysis of the results, a checklist was developed that helps companies to adopt this practice. Some actions are important when implementing servitization: a portfolio review of products and clients; preparing frontline teams, involving management and leadership, contract management and improvement management.

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Section: Mudançasunclassified

Software como serviço: um estudo de caso

Caversan

Silva

Mello

2017

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

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“…This has led to an increasing interest in both the integration of products and services [64] and innovation in service offerings [37,53]. In response, the description of integrated service development processes is growing [20,30,47,59] and the need to consider both product and service lifecycles, and interactions between them, early in PSS development processes when the cost of change is at its lowest, is increasingly recognised [31,72]. In their broadest sense, PSS-CAD systems will support PSS developers in understanding these issues and many authors describe service design and development tools [23,51] Like product development processes, integrated PSS development processes will require underlying information architectures through which the integration of these tools can be achieved.…”

Section: Introductionmentioning

confidence: 99%

A representation scheme for digital product service system definitions

McKay

Kundu

2014

Advanced Engineering Informatics

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a b s t r a c tThe growing trend for delivering physical products to customers as parts of product service systems (PSS) is creating a need for a new generation of Computer Aided Design (CAD) system to support the design of PSS: so-called ''PSS-CAD''. Key research issues in the development of such systems include building understanding of the kinds of applications that designers of PSS might need and the establishment of well-founded representation schemes to underpin and support communication between PSS-CAD systems. Recent literature includes numerous descriptions of integrated PSS development processes, PSS-CAD tools to support these processes and early meta-models to provide information support. This paper complements this work by proposing a representation scheme that is a key prerequisite to achieving the interoperability between PSS-CAD systems which would be necessary to support the deployment of integrated PSS development processes in industry.The representation scheme, a form of meta-model, draws on learning from the product definition community that emerged in the 1970s in response to a need for interoperability between the different shape-based CAD systems that were being developed at the time. The initial focus on shape representation has developed to digital product definitions that define the design of a product coupled with meta-data recording details of processes by which the design was created and, more recently, supported through-life. Similarly, PSS-related information includes both PSS definitions, to support the lifecycles of physical products and associated services, and meta-data needed to support the management of PSS development processes.This paper focuses on information requirements for the definition of service elements of PSS and relationships with product elements and service actors. These requirements are derived from earlier work on the use of service blueprinting for the visualisation and mapping of service activities to deliver different types of service contract. Key information requirements addressed include the need to represent service process flow and breakdown structures, relationships between service and product elements, substitution relationships, and service variants. A representation scheme is proposed and demonstrated through application to a PSS case study. The representation scheme is built on a generic information architecture that has already been applied to problems of product definition; as such there is an underlying compatibility that offers real promise in the future realisation of integrated PSS development processes.

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“…[2,3] Knowing about dissatisfied customers is vitally important to create competitive leads, especially in the after-sales sector. [4] For the US service industries, an estimated revenue of 6-8 billion USD is annually created by automotive after-sales services. [5] Consequently, the identification of potentially dissatisfied customers, before the service interaction ends, is of great value to enable proactive actions before the customer actually gets dissatisfied.…”

Section: Introductionmentioning

confidence: 99%

Can machine learning techniques predict customer dissatisfaction? A feasibility study for the automotive industry

Meinzer

Jensen

Thamm

et al. 2016

AIR

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The automotive industry is in the strongest competition ever, as this sector gets disrupted by new arising competitors. Providing services to maximum customer satisfaction will be one of the most crucial competitive advantages in the future. Around 1 Terabyte of objective data is created every hour today. This volume will significantly grow in the future by the increasing number of connected services within the automotive industry. However, customer satisfaction determination is solely based on subjective questionnaires today without taking the vast amount of objective sensor and service process data into account. This work presents an industrial application that fills this lack of research and thus provides a solution with a high practical impact to survive in the tough competition of the automotive industry. Therefore, the work addresses these fundamental business questions: 1) Can dissatisfied customers be classified based on data that is produced during every service visit? 2) Can the dissatisfaction indicators be derived from service process data? A machine learning problem is set up that compared 5 classifiers and analyzed data from 19,008 real service visits from an automotive company. The 105 extracted features were drawn from the most significant available sources: warranty, diagnostic, dealer system and general vehicle data. The best result for customer dissatisfaction classification was 88.8% achieved with the SVM classifier (RBF kernel). Furthermore, the 46 most potential indicators for dissatisfaction were identified by the evolutionary feature selection. Our system was capable of classifying customer dissatisfaction solely based on the objective data that is generated by almost every service visit. As the amount of these data is continuously growing, we expect that the presented data-driven approach can achieve even better results in the future with a higher amount of data.

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Service development in traditional product manufacturing companies

Cited by 52 publications

References 36 publications

Software como serviço: um estudo de caso

Software como serviço: um estudo de caso

A representation scheme for digital product service system definitions

Can machine learning techniques predict customer dissatisfaction? A feasibility study for the automotive industry

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