1 Chapter 4 Product and Service Design Focus of Product and Service Design Product Design and Competitiveness Service Design Zipcar: Refining the Business Model Service Concept: provides short‐term, on‐demand use of private cars conveniently located and easily accessible to customers. • 選擇與預約車輛? • 如何取得車輛? • 如何計費與收費? • 如何歸還? • 如何維修保養?
Microsoft PowerPoint - OM_Product_Service_Design_2020.pptx
Product Design and Competitiveness
Zipcar: Refining the Business Model
Service Concept: provides shortterm, ondemand use of private
cars conveniently located and easily accessible to customers.
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Translate customer wants and needs into requirements
7. Document specifications
Formulate quality goals
Formulate cost targets
Refine existing products and services
Develop new products and services
Product and service design—or redesign—should be
closely tied to an organization’s strategy
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Applied Research
Development
Reverse Engineering
Dismantling and inspecting a competitor’s product to
learn and to discover possible improvements.
Original Design Manufacturer ODM
Quality is more consistent
Disadvantages
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Could another material be used instead?
Can specifications be less stringent?
Can two or more parts be combined?
Can packaging be improved to save cost?
VA VE
Examination of the function of parts and materials
to reduce costs of order qualifiers and order winners
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Design For Assembly: A form of standardization in
which component parts are grouped into modules that are
easily replaced or interchanged.
Delayed differentiation The
process of producing, but not quite
completing, a product or service until
customer preferences are known.
The Kano Model
Concurrent Engineering
bringing engineering design and
manufacturing personnel together
early in the design phase.
Quality Function Deployment
integrate the voice of the
customers into product development.
First to market
Reuse: refurbishing used products
Recycle: recovering materials for future use.
Product liability: the responsibility
of a manufacturer for any injuries or
damages caused by a faulty product.
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Customer Involvement –
created and delivered at
the same time
Services cannot be inventoried
Services highly visible to customers (front office)
Services have low barrier to entry (competition)
Location is important to service design
Range of service systems
Demand variability
Designing Service Package
Supporting facility: physical resources that must be in
place before a service can be sold
Facilitating goods: material consumed by the service
process
Information: operations data or information to enable
efficient and customized service
Explicit services: benefits readily observable
Implicit services: psychological benefits which the
consumer may sense only vaguely
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service encounter
revenue management
Facilitating Goods: membership card,
cars, recorder, gasoline.
Information: web site, reservation
system, driving records.
Explicit Services: cleanliness.
Designing Service Process
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Degree of Complexity: Measured by the number of
steps in the service process, e.g., a clinic is less complex
than a general hospital
Degree of Divergence: Amount of discretion permitted
the server to customize the service, e.g., the activities
of an attorney contrasted with those of a legal assistant
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Recite menu
Personal service
Onestop service results in lower complexity.
Focused strategy must be unique or of very
high quality.
Adding more services to increase revenue
from each customer creates high complexity.
Superstores with banking, flower shops, and
food service complicate the management
process.
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• Mobile technology and web
sites enable vehicle reservation
and usage.
• RFID tag and wireless
transmission authorizes users,
car equipment reads odometer,
mileages, and time stamps.
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Cost of acquiring the service Price to the customer
Qualit
Standardizing or reducing consumer choices makes
service more efficient, but it can be both frustrating
and irritating for the customer.
Automation or reducing customer contact can reduce the cost of
providing
a service, but it risks eliminating features that some
customers value, such as personal
attention.
Hiring parttime or temporary
staff reduces cost and
increases capacity flexibility, but the use of lessskilled or
lessinterested people may hurt service quality.
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Customer as CoProducer
having customers taking a
greater role enhances the service
Self service cost, speed,
convenience, customization
247 service availability
Conclusion