Forecasting Demand, Quality Management and Location & Layout DecisionsModern managers have made numerous attempts in an effort to improving service delivery of their entities. They have done so by application of the various operations management philosophies such as theory of constraints, six sigma, total quality management, supply chain management among others. The concept of operations management demands that cross-functional process be followed in making decisions. Major areas of business; from marketing to finance, organizational behavior to strategy formulation is majorly based on theory development. Operations management has come in to facilitate the concept of theory building, testing and refinement.
Theory building has been noted by scholars as probably the most significant part of operations management. Subsequently, the theory of constraints has popped up as the central theory upon which this whole concept is built (Blackstone 2001). Modern economies have witnessed a rapid demand in service provision industry and investors have responded to this call. In fact, today even the strongest economies USA included derive much of their revenues from the service sector (Schroeder 2008). Despite this, it becomes interesting to acknowledge that in practice, development and modernization in services is less robust as compared to other areas like manufacturing sector.
Many attributes can be associated with this state of affairs one of them being that the age of industrial revolution saw the mankind concentrate more on tangibles more than anything else. The drift in the structure of modern economies has called for other dimensions in the service sector that has earned it the attention that it now enjoys. There is more drive to make the practice in a much more disciplined and creative manner in an attempt to create specialized customer experiences that he/she can perceive as being meaningful and can retain memories not only for the service itself but also for the entity that provided the service.
This is the way to transform business. There is a widespread notion, today, more than ever before, that each business transaction whether involving a tangible item or not involves one aspect of service provision or the other. This new notion has necessitated the innovation of more enthusiastic techniques of service provision, service blueprinting being one of them (Bitner et al.
2008). The desire by businesses to create real value while serving their customers has called for innovative methods of improving service delivery. Industrialists of modern times have directed research and development initiatives to these improvements. Approximately two decades ago the concept of service blueprinting has particularly evolved to address the numerous challenges that developers of service design have been facing. Unlike many other design tools this technique is more customer-oriented providing the managers a chance to evaluate the efficiency of their operations at the points of customer service (Meredith & Shafer 2010). The concept of service blueprint is a method of service improvement that is customer focused.
It is a technique particularly applicable in situations where a service provider realizes that loyal customers are changing their perceptions. It checks the problem of customers wanting to dissolve their relationship with their current service provider following constant dissatisfaction (Blackstone 2001). This would be an awkward situation to be in by any player in the industry and hence the need to write this report.