Soft Service Methodology

Soft Service Methodology

Version 15 May 2011

1. Soft Productivity

Copyright David Alman 2011

Soft productivity seeks to optimise value from both human interactions and activities in achieving valued outcomes. It is a systems approach that uses a Human Activity System (HAS) framework across a wide range of methodologies at organisational, process, and role levels.

Human Activity System

Activity System (Human

Designed)

Interactional system (Social)

Based on a diagram from D Patching in Practical Soft Systems Analysis



Purpose e.g. Clarity of goals,

aims, targets

Means e.g. processes, policies, plans,

organisational structures, management systems,

Relations e.g. Social interactions and

networks between individuals and groups, behaviours, conflicts.

A generic Human Activity System (HAS) model is shown below that integrates Human Designed activity systems (Means) and Social interaction systems (Relations & Meaning) to achieve a Purpose.

Meaning e.g. “world view”, paradigms.

beliefs, values, attitudes – culture & climate: the way we

do things around here

Process Issues: • I can reduce work delays & queues

• I can improve work productivity

• I can improve effectiveness of reports

• I can I improve employee competencies • I can I cut costs

Purpose Issues • I can meet customer needs & expectations • I can improve customer satisfaction • I can improve clarity of purpose

Attitude Issues I can improve underlying attitudes affecting: • Customer service? • Work practices? • Relationships? Relationship Issues

I can improve cooperation & coordination: • With people I work with • Between teams & other employees • With & between management • With customers



What Kinds of problems can I address with a HAS?

Soft Service Methodology (SSM) looks at Role value based on the effect “hard” process

activities and “soft” people interactions has on the overall system’s productivity.

The Soft Service Methodology involves:

• Clarifying the Purpose of what is needed to improve operational performance.

• Improving the value of Role activities by reducing “waste” from non valued adding activities and

“gaps” where the system fails to address a customer service requirement.

• Improving the value of Role interactions by addressing “waste” resulting in non and low valued

contribution, and “gaps” in the network of interactions that could improve service.

2. Soft Service Methodology


HAS Relationships

Role interaction “waste” & “gaps”


HAS Purpose: Customer Satisfaction

Role activity

“waste” & Gaps”

Role 3 Valued activities and interactions

Role activity “waste” & “gaps”


HAS Processes

Role activity “waste” & “gaps”

HAS Attitudes



Steps in applying a Soft Service Methodology Step 1 Identify Purpose of the service, and services sought (from the customer’s perspective).

Step 2 Identify “waste” and “gaps” in: 2.1 Role activities, such as causes of time “waste” and service delivery “gaps” 2.2 Role contacts, such as “waste” in contact contributions, and

“gaps” in valued contributions from other roles in the network.

Step 3 Identify improvements in the system’s process activities,

and in the network of contacts supporting customer service.



Identify Purpose, Needs

& Expectations

Step 3 Develop Improvement Program

Step 1 Identify Purpose Step 2 Identify Role improvements


Identify role activity and interactions

“waste” and “gaps” affecting value.

Develop Improvement Plan

Stages in a Soft Service System Methodology

2. Soft Service Methodology - Example


& Expectations

Step 3 Develop Improvement Program

Step 1 Identify Purpose Step 2 Identify Role improvements

Identify: a) Non productive “waste” and “gaps” in

role activities b) Non or low value “waste” and lost value

“gaps” in role contribution to other roles and customer


Identify improvements and: a) Ensure performance measurements measure improvements sought. b) Action plan

implements sought changes in

system processes, and

network contacts.

Identify: a) The purpose of the

service – from a customer perspective

b) Customer service needs & expectations.

Identify role activity and interactions

“waste” and “gaps” affecting value.

Develop Improvement Plan

Stages in a Soft Service System Methodology



& Expectations Develop Improvement Plan

Identify role activity and interactions “waste” and “gaps” affecting value.

Stages in a Soft Service System Methodology Step 3 Develop Improvement Program

Identify: a) The purpose of the

service – from a customer perspective

b) Customer service needs & expectations.

Step 2 Identify Role improvements

Identify: a) Non productive “waste” and “gaps” in

role activities b) Non or low value “waste” and lost value

“gaps” in role contribution to other roles and customer

Identify improvements and: a) Ensure performance measurements measure improvements sought. b) Action plan implements sought changes in system processes, and network

contacts.

State Purpose of the Service

Identify customer complaints

Identify value of role process activities in the service system.

Identify value of role interactions in the Service network.

Review and develop measures of service performance e.g. KQIs related KPIs and targets. Develop Performance Improvement Plan, identifying Cost Benefits of changes proposed


Step 1 Identify Purpose


STEP 1 Identify Purpose and Need (Working Document)

1.1. Identify the Purpose of the Service

What is the purpose from the user’s viewpoint?

• Example:

• The purpose of the service is to.................

1.2. Current User Experience

• Example user experience by categories, and service responses by group

No Example of User Comments

(Categorised) Current Service Delivery Response Group Current Contact Response Group



Step 2 . 2.1 Map to identify “gaps” and “waste” in activities and interactions How do role activities & interactions work together to provide services? Any “gaps” or “waste”?



STEP 2. 2.2 Identify Impacts Affecting Customer Service (Working Document) Using the flow chart explore ways to address “gaps” and “waste” in system activities or network interactions.

For example, in system activities:

• Gaps from not doing something the customer wants, or something not done right.

• Waste in service activities that do not add value.

In network interactions:

• Service interaction gaps e.g. additional interactions that could add to sought value.

• Service interaction waste e.g. non value in contact interactions. The aim is to:

• Improve the value of both service activities and interactions in providing valued service.

• Reduce “waste” that reduces the value of service activities and interactions.

• Address “gaps” affecting the value of service activities and interactions.


No Waste or Gap System/Network Conditions

(which cause the waste or Gaps) Root Cause in System Activities Root cause in Network Interactions

Example

1

Excessive customer wait time Cue waiting time • System does not allow more than term • Customer contact protocols not

customer focused


Step 3 Develop an Improvement Program (working documents)


Measure Focus Support the

Purpose*

The Effect

Example:

Call value

User satisfaction

Yes

Calls measured from User perspective identifying issues to

improve service and value of service.

Calls per hour Internal, efficiency based No Calls can be dropped or customers given inappropriate

attention, resulting Lost Value

*Purpose measured rated: No; Yes; Maybe; Partly.

3.2 Develop an Service Improvement Plan

Service Improvement Plan. Agency : Purpose

Example:

The purpose of the service is to.................................

Critical Success Factors:

Examples:

Response and resolution of issues within priority time frames

Minimum to no disruption to services

No Current Issues affecting

Service

Improvements & supporting actions. Measures Implement by

Example

1

Excessive customer wait

time due to call waiting

time

Upgrade call monitoring technology

Replace Call monitoring measures that are

internal focused with customer focused

Critical Success Factors are the few things that must go well to ensure overall success in achieving Purpose.

3.1 What should be measured to be customer service focused?



Soft Service Methodology aims to: Improve Customer Service; Reduce costs & increase valued activities; Improve role & customer relationships; Emphasise common values to achieve outcomes; Improving effective management of service delivery; Use a “wholistic” approach to address both work and customer issues; Take an integrated “systems” approach so the value of all activities & interactions is understood


A collaborative approach is taken to improving Soft Service

For further advice please contact David Alman at

proventivesolutions.com.au


http://proventivesolutions.com.au/contact.html

Soft Service Methodology

Business

soft service

identify role

gaps waste

improve service

role contribution

service activities

customer service

system activities