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Dr. Scott E. Sampson
Dr. Scott Sampson
Brigham Young University
Provo, Utah, USA
Process Control
and Job Design
Process Control and Job Design 1
rev 3/13, 4/3/13, 2/14[ ] triad egs. (move examples from end of Lean chapter slides)
easily 3 hours.
Dr. Scott E. Sampson
Outline
I. Process Control
II. Empowerment
III. Complicatedness and Divergence
IV. Training Customers
Process Control and Job Design 2
Dr. Scott E. Sampson
Part I:
Process ControlService Encounter Triad
Process Control and Job Design 3
Dr. Scott E. Sampson
Provider’s Process Domain Customer’s Process Domain
Independent processing Surrogate interaction Direct interaction Direct interaction Surrogate interaction Independent processing
Process Control
Process Control and Job Design 4
Dr. Scott E. Sampson
Provider’s Process Domain Customer’s Process Domain
Independent processing Surrogate interaction Direct interaction Direct interaction Surrogate interaction Independent processing
Carpet cleaning options
wash carpets
before they
leave the
factory
clean carpet
for customer
offer a seminar on carpet
cleaning
rent carpet
cleaning
equipment
clean carpet
using your
own
equipment
clean carpet
clean carpet clean carpet clean carpet clean carpet clean carpet
Process Control and Job Design 5
Dr. Scott E. Sampson
Provider’s Process Domain Customer’s Process Domain
Independent processing Surrogate interaction Direct interaction Direct interaction Surrogate interaction Independent processing
Music selection options
radio station
selects music
they think
listeners will
want to hear
Pandora
selects music
based on
what
customer has
listened to in
the past
Live D.J. selects music based
on requests from listeners.
Google Play
customer
selects music
from library of
2,000,000
songs.
Customer
selects music
from his or
her personal
collection.
select music
select music select music select music select music select music
Process Control and Job Design 6
Dr. Scott E. Sampson
Process control options
Process Control and Job Design 8
company
control
employee
control
customer
control
Dr. Scott E. Sampson
Home design
Process Control and Job Design 9
company
control
employee
control
customer
control
Dr. Scott E. Sampson
Retail
Process Control and Job Design 10
company
control
employee
control
customer
control
Dr. Scott E. Sampson
Fitness design
Process Control and Job Design 11
company
control
employee
control
customer
control
PH Process Design video (part 1)
Dr. Scott E. Sampson
Call center
Process Control and Job Design 12
company
control
employee
control
customer
control
Dr. Scott E. Sampson
Optimal control?
Process Control and Job Design 13
company
control
employee
control
customer
control
Dr. Scott E. Sampson
“The Service Encounter Triad”
• What determines the best positioning?
• What do customers want?
• What do employees
want?
Process Control and Job Design 14
autonomy vs. satisfaction
company
control
employee
control
customer
control
Dr. Scott E. Sampson
Part II:
Empowermentgood or bad?
Process Control and Job Design 15
Dr. Scott E. Sampson
Empowerment
Process Control and Job Design 16
autonomy vs. satisfaction
company
control
employee
control
customer
control
Dr. Scott E. Sampson
Empowerment
Laissez Faire
• emphasize autonomy
• provide decision authority…
• what to do
• how to do it
• outcome standards?
Process Control and Job Design 17
Dr. Scott E. Sampson
Empowerment
Just another buzz word?
Process Control and Job Design 18
Dr. Scott E. Sampson
Empowerment
Unconstrained autonomy?
Process Control and Job Design 19
Dr. Scott E. Sampson
Empowerment
Working without direction?
Process Control and Job Design 20
Dr. Scott E. Sampson
Empowerment
Working without direction?
Process Control and Job Design 21
Dr. Scott E. Sampson
Empowerment #2
Structured tools
• training focused
• trained on…
• standard operating procedures
(SOP)
• exception handling procedures
• decision authority…
• how to execute SOPs in order to
achieve outcome standards
Process Control and Job Design 22
Dr. Scott E. Sampson
Empowerment
Laissez Faire
• emphasize autonomy
• provide decision authority…
• what to do
• how to do it
• outcome standards?
Structured tools
• training focused
• trained on:
• standard operating procedures
(SOP)
• exception handling procedures
• decision authority
• how to execute SOPs in order to
achieve outcome standards
Process Control and Job Design 23
Dr. Scott E. Sampson
Empowerment
Key driver is…
• success – for employee, firm, and customers
Success is…
• ability to satisfy needs
• Empower employees to satisfy needs
Process Control and Job Design 24
Dr. Scott E. Sampson
Agency is different from autonomy
Teach employees correct principles, then let them
govern themselves.
- attributed to Joseph Smith
Process Control and Job Design 25
Dr. Scott E. Sampson
What if there are no standard
operating procedures?
Process Control and Job Design 26
Dr. Scott E. Sampson
Part III:
Complicatedness and
Divergence
Process Control and Job Design 27
Dr. Scott E. Sampson
What is a difficult job?
Process Control and Job Design 28
Dr. Scott E. Sampson
What makes a job difficult?
Complicatedness
• number of steps in a
given process chain or
segment
Divergence
• uncertainty about and
decision ambiguity around
the execution of a process
or a process step
Process Control and Job Design 29
Dr. Scott E. Sampson
Visualizing complicatedness
Process Control and Job Design 30
Dr. Scott E. Sampson
Visualizing complicatedness
Industrial
Linen Service
Dir. Sur. Ind. Sur. Dir.
Linen Manufacturer
Dir. Sur. Ind. Sur. Dir.
Linen Wholesaler
Dir. Sur. Ind. Sur. Dir.
Client Hotel’s Guest
Dir. Sur. Ind. Sur. Dir.
Client Hotel
Dir. Sur. Ind. Sur. Dir.
design
linens
launder
linens
produce
linens
negotiate
supply
contract
procure
materials
receive
travel
need
order
linens
fill
orders
fill
order
order
linens
replace
linens in
room
book room
reservation
select
hotel store
linens
check in
use linen
travel to
hotel
pack for
trip
store
linens
check out
Yarn Manufacturer
Dir. Sur. Ind. Sur. Dir.
order
new
linens
maintain
inventory
sort
linens
receive
linens
A
B
get
linen
order
ship
linens
A
Bfill
ordersfill
order
clean
cotton
produce
yarn
procure
cotton
negotiate
supply
contract
Process Control and Job Design 31
Dr. Scott E. Sampson
Visualizing complicatedness
Process Control and Job Design 32
1
Health Clinic
Dir. Sur. Ind. Sur. Dir.
2
Patient
Dir. Sur. Ind. Sur. Dir.
3
Insurance Company
Dir. Sur. Ind. Sur. Dir.
4
Pharmacy
Dir. Sur. Ind. Sur. Dir.
train staff
on tools
take
medication
clean
lab toolstake blood
procure
lab tools
submit
payment
claim
pay
covered
amount
review
claim
drive to
pharmacy
check
coverage
establish
medication
coverage
agreement
submit
payment
claim
process
payment
fill pre-
scription
analyze
blood
prescribe
mediction
develop
payment
schedule tell
copay
amount
give
paymentcall in
pre-
scription
B/4 B/1
A/3
A/1
feel better
show
ID
check
ID
feel weak
check-in
at kiosk
discuss
symptomsdrive to
clinic
wait
C/4
D/4
C/2
D/2
Does this
process also
contain
divergence?
Dr. Scott E. Sampson
Dealing with complicatedness
• document and train, train, train
Process Control and Job Design 33
Dr. Scott E. Sampson
Process Divergence
Process Control and Job Design 34
Dr. Scott E. Sampson
Visualizing divergence
Process Control and Job Design 35
Dr. Scott E. Sampson
Visualizing divergence
Process Control and Job Design 36
Dr. Scott E. Sampson
Provider’s Process Domain Customer’s Process Domain
Independent processing Surrogate interaction Direct interaction Direct interaction Surrogate interaction Independent processing
Visualizing divergence
check
child out
of school
drive to
office
check in
retrieve
patient
records
install
records
system
go to exam room
(technician)
greeting and review
train
technicians
return child
to schoolschedule
next visit
wait for
next
apt.
(technician)
adjust braces
review
records
wait
Process Control and Job Design 37
(orthodontist)
assess progress and
direct adjustments
(orthodontist)
assess progress and
direct adjustments
Dr. Scott E. Sampson
Dealing with divergence
• Train?
• Hire
• for judgment ability
• based on experience
• often costly $$$
Process Control and Job Design 38
Dr. Scott E. Sampson
Differences
Complicatedness
• rule based
• can be trained
• can be automated
Divergence
• judgment based
• requires experience
• more costly $$$
Process Control and Job Design 39
Dr. Scott E. Sampson
Complicated or divergent?
Process Control and Job Design 40
low divergence high divergence
low
complicat-edness
high
complicat-edness
Dr. Scott E. Sampson
Complicated or divergent?
Process Control and Job Design 41
low divergence high divergence
low
complicat-edness
high
complicat-edness
Dr. Scott E. Sampson
Pay?
Process Control and Job Design 42
low divergence high divergence
low
complicat-edness
high
complicat-edness
Dr. Scott E. Sampson
What are pilots paid for?
Process Control and Job Design 43
Dr. Scott E. Sampson
Job Design:
Managing Complicatedness
and Divergence
Process Control and Job Design 44
Dr. Scott E. Sampson
Rule of thumb
• Avoid relying extensively on divergence when
complicatedness is adequate.
Process Control and Job Design 45
Dr. Scott E. Sampson
Provider’s Process Domain Customer’s Process Domain
Independent processing Surrogate interaction Direct interaction Direct interaction Surrogate interaction Independent processing
Independent Processing
design products
assemble
products
Process Control and Job Design 46
design products
assemble
products
Dr. Scott E. Sampson
Provider’s Process Domain Customer’s Process Domain
Independent processing Surrogate interaction Direct interaction Direct interaction Surrogate interaction Independent processing
Direct Interaction
Process Control and Job Design 47
take food order
take food order
review loan application
review loan application
participate in photo
participate in photo
Dr. Scott E. Sampson
Rule of thumb
• Avoid relying extensively on divergence when
complicatedness is adequate.
• Even when it is difficult to provide complicated job
descriptions (due to customer variation).
Process Control and Job Design 48
Dr. Scott E. Sampson
Replacing divergence with complicatedness
How many rules?
Process Control and Job Design 49
Dr. Scott E. Sampson
Replacing divergence with complicatedness
Expertise of a Blockbuster movie buff?
Process Control and Job Design 50
Dr. Scott E. Sampson
Part IV:
Training Customers
go to Sampson Customer Training and Servicescapes.pptx for expanded.
back for chapter summary.
Process Control and Job Design 51
orig from Sampson Service Labor.pptx
Dr. Scott E. Sampson
Customer labor
Process Control and Job Design 52
Dr. Scott E. Sampson
Customer labor
Advantages
• low cost
• scalable• labor supply = demand
• increased customization
Disadvantages
• training costs
• quality costs• customer ability and motivation?
• high robustness requirements
Process Control and Job Design 53
Dr. Scott E. Sampson
Customer Training
• Experiential
Process Control and Job Design 54
Dr. Scott E. Sampson
Customer training examples
• IKEA• (course/coproductive tour)
• Ryanair• (examples/coproductive tour)
Process Control and Job Design 55
(examples from end of Lean chapter slides)
Dr. Scott E. Sampson
Process control and job design
• What determines the best positioning?
PH Process Design video part 2
• complicated processes
• provides structure
• reduces uncertainty
• divergent processes
• very costly (acquiring
experience or quality)
• in customer’s process
domain
• must consider customer
capabilities
Process Control and Job Design 56
autonomy vs. satisfaction
company
control
employee
control
customer
control
Dr. Scott E. Sampson
Chapter summary
I. Assign process control as appropriate.
II. Empower with structure.
III. Don’t rely on divergence where
complicatedness will do.
IV. Train customers experientially.
Process Control and Job Design 57
