Aprende a analizar y a mejorar los procesos empresariales en servicios o en la industria. Aprende cómo incrementar la productividad y a ofrecer niveles de calidad mayores. Después de que finalices con éxito este curso, podrás aplicar estas habilidades en un reto empresarial del mundo real como parte de la Programa Especializado de Fundamentos Empresariales de Wharton.
Diseño de procesos
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來自 University of Pennsylvania 的課程
Introducción a la Gestión de Operaciones
38 個評分
從本節課中
Calidad
La calidad no solo es la piedra angular de la gestión de operaciones, sino que también es un componente fundamental de la viabilidad y del éxito de una compañía a largo plazo. En este módulo se tratan todos los aspectos más importantes de la calidad en las operaciones, desde examinar las razones más comunes de los defectos, a las técnicas de implementación más usadas para abordar problemas de calidad y asegurar la fiabilidad y los estándares. Al final de este módulo, serás capaz de anticipar dónde podrán ocurrir los defectos y recomendar una estrategia sólida para mantener la calidad y la estabilidad.
與講師見面
Christian TerwieschAndrew M. Heller Professor at the Wharton School, Senior Fellow Leonard Davis Institute for Health Economics Co-Director, Mack Institute of Innovation Management
The Wharton School
Often time in management, the way that we frame a problem
will strongly influence what type of solutions that we're going to get.
I have to confess that in most of this module so
far on responsiveness, I have framed everywhere where we had waiting customers,
I've framed this as a waiting time problem.
I took out my TQ formula, computed wait times,
computed staffing levels, looked for opportunities to pool and
to potentially reshuffle or resequence the flow of customers.
Consider the following example from rental car company Hertz.
Couple of years ago, Hertz was struggling with long waiting times.
And airport locations where customer's picked up cars
that they had previously reserved over the Internet.
Now one way of looking at this problem is asking for
how much capacity do we need at these airport locations?
Hertz however was more creative.
They realized that there was a broader,
more general solution than just optimal capacity.
Instead of optimizing the current process they changed it and
just got rid of checking in at the airport all together.
Instead, the idea was customers could go directly to the car and pick it up.
In this session we'll talk about some more broader approaches of redesigning most
often service processes but responsiveness issues in general of looking for
solutions beyond just queuing analysis.
Instead of looking at the resource, and the inventory in front of this resource,
in this session we're going to take a slightly different perspective.
The perspective of the customer.
Consider once again, our example of the physician's practice.
Now, we've looked at the utilization of the doctor and
how that can drive the waiting time in front of the practice.
But how does the patient experience the encounter with the doctor?
But it's important to remember that the patient doesn't live in the practice.
What the patient seeing the doctor means getting ready, driving to the practice,
finding a parking slot, getting out to the practice, checking in.
You typically get your vital signs taken and you've fill out 23 forms then,
finally you are allowed to start the waiting time.
Now, you have the waiting time plus all of the TQ type of
analytics that we talked about and then finally, you're going to see the doctors.
Typical primary care appointments range between 15 and 30 minutes.
But after that, the whole thing goes backwards.
You have to check out, you have to potentially get some labs done.
You have to go to your car, and you drive home.
So the waiting time here, say for sake of argument, something between 30 minutes and
an hour, is really only a small part of the problem.
If anything, it is the tip of the iceberg.
To really understand improvement opportunities,
it's important that we look at this entire process end to end.
We notice that beyond the waiting time, there are several activities
that are really required to get the value at [INAUDIBLE] time with the doctor, but
they are not adding value by themselves.
Getting to the practice is important, but after all, not value at time.
A useful diagnostic measure to compute
is the ratio between the total value and time.
In our case here, 20 minutes, and the total time in the process.
This is our good old friend the flow time t, and
often times you notice that this number is dramatically less than 5 to 10%.
The analysis I just showed you is a basic idea behind value stream mapping.
Now here are a gazillion other words for the same idea, such as process mapping and
service blueprints but all of them boil down to basically mapping out over time.
What types of things have to happen to the customer to be served?
We then take the timeline and break it up into value activities.
And those activities that are not value added are waiting for the customer.
Recently, I came across a technique by a French fellow named Yves Pigneur.
That is a quite elegant and visual way of mapping out the customer journey.
It separates the things that the customer does into customer actions and
on stage actions, between our organization providing the service and the customer.
It also lists the things that we as a service provider has to do,
again on stage action and backstage action.
Things that we can do when the customer is not there.
Think about the process of applying for mortgage but going to a mortgage bank.
Imagine this is a traditional retail outlet and
so the process starts by us going to the branch.
This is a customer action.
Once we talk to the agent, and the agent interviews him and
collects some basic information, this is happening on stage.
We talk with the organization, with the bank, and so
both of us are investing in this process.
Then there are things that we have to do that cost us as a bank money, but
they are not requiring any effort from the customer's perspective.
If you go through the classic mortgage approval process you typically go through
three, four, five rounds of reaching out to the customer for additional data.
Again it's important to remember that might not cost us a lot of money but
it costs customer effort.
I like this way of mapping out the process and by showing the different types of
customer actions and our actions because it's really a good starting point for
innovating and thinking about alternative process designs.
Let me give you a couple of examples.
Here, are several ideas I want you to have in mind as you have redesigning
the process, all of them go beyond the simple question of
how much capacity should I have to reduce waiting time.
The first idea is trying to move work off the stage.
This is one that's happening when you're checking in for
your flight the night before at home.
That's much more comfortable than doing it at a terminal, so
moving work off stage is often a good idea.
Second, always ask yourself, can you reduce a customer actions.
Last time at least I had to go to my doctor I
had to once again fill out all my medical history, my name, and everything.
You would think that after many years of service they
have just this information somewhere in their computer.
After all, I also had an appointment.
So why exactly did I have to fill out all these forms again?
Reducing customer action makes things easier for
both the company, as well as for the customer.
I already mentioned the example of Hertz.
Instead of optimizing the capacity to resource,
Oscar South has said activity really adding value?
Is it needed?
Often times you find that eliminating process steps makes both
company offering the service and the costumer enjoying the service happier.
If you go back to my example of the mortgage bank,
my biggest frustration was banks often time.
They keep on coming back to us asking us for more information.
The main reason for that is there are many people, often times very
specialized people involved in processing a mortgage request or other things and
they keep on coming back to the customer.
I as a customer, I hate this part.
I think it's a [INAUDIBLE] job to figure their coordination out instead of me
providing them with all kinds of different pieces of information.
So avoiding fragmentation and interacting with one face with a customer, and
supposed to having the customer interact with many parts of the organization
seems like a good idea.
Now you also notice that if you are encountering a waiting
process such as waiting for your coffee at a Starbucks that customers
when the waiting time becomes too long they might be considering leaving.
We'll talk about this more at the end of this module.
What you notice that Starbucks does quite elegantly is they going to start
with an activity that doesn't require much waiting, which is taking your money,
and then they have to wait you afterwards before they serve you the drink.
Again holding capacity constant, just changing the sequence of steps can help
turning more customers into paying customers.
When we talked about appointment times, we talked about the idea
of having the waiting not happen in the doctor's office but at home.
You often see restaurants using buzzers that
avoid the hungry customer sit in the entrance area of the restaurant but
instead tour through the mall and enjoy a shopping experience.
When the seat becomes available the buzzer buzzes and
the customer rushes to the restroom.
Again when we're having the waiting occur outside the line
the customer has a better experience.
The final idea is to communicate the waiting time with a customer.
By setting expectations the customer knows what to expect as opposed to always
being on waiting that the next second I going to get served.
If I tell you upfront that it's going to take another 30 minutes
the customer finds peace at this and
if it gets served after 25 minutes, might even be pleasantly surprised.
When you design a process you have many more levers to pull
than just adjusting the capacity in form of a clever staffing plan.
In this session we talked about things such as eliminating activities,
moving some activities off this stage to the back office, trying to make
waiting more pleasant and waiting time go by faster, and so on and so on.
Notice the link between what we did today and
our discussion of OPE and OAE in the productivity module.
When we talked about the overall equipment effectiveness or
the overall people effectiveness we carefully looked at a resource and
minute by minute asked ourselves what was happening at this resource?
Now we take the perspective of the customer.
Minute by minute through the customer experience or
the customer's flow time we ask ourselves what was the value added at this step.
Often times I would argue the scarcest resource of any process
is the patience of its customers.
