Obvious at first glance, but what seems obvious to us or common sense is surprisingly not common practice at all.
Indeed, a good majority of my posts are actually a look at waiting or queueing. Why? Because it is so common-place and there are queues and waiting all around us. If that’s any indication to what is important to the service provider, it’s safe to conclude that customers waiting less is not a priority for most service providers.
Lean for Service Operations takes a different look at waiting:
how does waiting look from the customer’s perspective?
In practice, this question is answered through the creation of a Lean Consumption Map, as we show on the introduction to Lean for Service Operations article. In that map, we show the “Before” stage. In what follows, I’ll show the “After”:
So what changed? I’ll answer that question in succeeding posts on Lean for Service Operations, but the point I want to make now is the difference in time – a reduction in waiting time. Specifically, the service providers didn’t see a reduction in waiting time, but the customer did.
Practically, this means happier customers that will likely return again because of rapid and complete service.
- the principles of Lean for Service Operations are: Solve the customer’s problem completely by insuring that all the goods and services work, and work together, Don’t waste the customer’s time, Provide exactly what the customer wants, Provide what’s wanted exactly where it’s wanted, Provide what’s wanted where it’s wanted exactly when it’s wanted, Continually aggregate solutions to reduce the customer’s time and hassle. ↩
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