Transforming Field and Service Operations Methodologies for Successful Technology-Driven Business Transformation
The drive to realise operational efficiencies, improve customer service, develop new markets, and accelerate the introduction of new products has substantially increased the complexity of field service operations. To maximise the efficiency and effectiveness of these operations, organisations have e...
| Otros Autores: | , , , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Berlin, Heidelberg :
Springer Berlin Heidelberg
2013.
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| Edición: | 1st ed. 2013. |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009457187806719 |
Tabla de Contenidos:
- ""Foreword""; ""Introduction""; ""Part I: The Case for Transforming Service and Field Operations""; ""Part II: Methods, Models and Enabling Technologies for Transforming Service and Field Operations""; ""Part III: Case Studies""; ""Part IV: Challenges, Outcomes and Future Directions""; ""Acknowledgements""; ""Contents""; ""List of Contributors""; ""Part I: The Case for Transforming Service and Field Operations""; ""Chapter 1: IT Exploitation Through Business Transformation: Experiences and Implications""; ""1.1 Introduction""; ""1.2 The Commoditisation of Information Technology""
- ""1.3 The Organisational Impacts of IT""""1.4 Do IT Investment Projects Deliver Value?""; ""1.5 Moving Towards an IT Exploitation Agenda""; ""1.6 Conclusions""; ""References""; ""Chapter 2: Transforming Field and Service Operations with Automation""; ""2.1 Introduction""; ""2.2 Service Production Management: Challenges in Realising an ERP for Service Industries""; ""2.2.1 Background""; ""2.2.2 Management of Change""; ""2.2.3 Introduction of New Technology""; ""2.3 Realising a Successful Service Production Management Implementation""; ""2.3.1 Maturity Framework: The 4 Cs""
- ""2.3.2 Innovation-Driven Development""""2.4 Case Study: BTÂ?s Optimisation and Planning for Field Engineers""; ""2.5 Control of Workflow""; ""2.6 Increased Efficiency Through Simplicity""; ""2.7 Conclusions""; ""References""; ""Part II: Methods, Models and Enabling Technologies for Transforming Service and Field Operations""; ""Chapter 3: Designing Effective Operations: Balancing Multiple Business Objectives Using Simulation Models""; ""3.1 Introduction""; ""3.2 Different Approaches to the Complexity Problem""; ""3.2.1 The Problem of Complexity""; ""3.2.2 Current Organisational Approaches""
- ""3.2.3 A New Approach""""3.3 Characterisation of the Organisation and Its Environment""; ""3.3.1 Characterising the Organisation: Cybernetics""; ""3.3.2 Characterising the Environment: Dimensions of Variety""; ""3.4 The Model""; ""3.4.1 Constructing the Model""; ""3.4.2 Control Loops and Information Flows""; ""3.4.3 Simulations to Explore Process Robustness""; ""3.5 Insights""; ""3.5.1 Balancing Performance Metrics""; ""3.5.2 The Effects of Enterprise Data Quality on Performance""; ""3.5.2.1 Technical, Organisational and Human Aspects""; ""3.6 Conclusions""; ""3.6.1 Practices""
- ""3.6.2 Organisational Decision-Making""""References""; ""Chapter 4: System Dynamics Models of Field Force Operations""; ""4.1 Introduction""; ""4.2 Modelling Service Operations""; ""4.2.1 The `HydraulicsÂ? Approach and Field Operations""; ""4.2.2 Dynamic vs. Detail Complexity""; ""4.2.3 Methodology: Performance, Targets and Tension""; ""4.2.4 Testing the `TensionÂ? Hypothesis""; ""4.2.5 Modelling Resource Adjustments""; ""4.3 Simulation Experiments""; ""4.3.1 Simplified Model""; ""4.3.2 Simulation Results""; ""4.3.2.1 Overview""; ""4.3.2.2 Spike in Demand""
- ""4.3.2.3 Reduction in Target Cycle Time""
