Page 376 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

336 Chapter Ten

• How many shifts and service providers do we need to minimize costs?
• What procedures can be used (self-diagnosis, advance check-in) to
minimize service time?
The common decision variables for a pure service shop process include

• Number of service providers
• Size and location of facilities (waiting areas, service areas, parking,
restrooms, etc.)
• Number and type of service and transportation equipment
• Capacity of the facility
• Sequencing of customers waiting for service
• Number of staff and shift schedules
• Hours of operation
• Maintenance schedules
The common problems in pure service shop processes include
1. Excessive waiting time
2. Poor customer service quality
3. Poor customer-provider interaction quality
4. Excessive errors
5. Excessive rework
6. Excessive service cost
These common problems are often caused by
• Poor service process design
• Poor service provider training
• Unbalanced processes or bottlenecks
• Poor operation management
• Poor work flow management
• Poor equipment maintenance
• Poor service provider discipline or motivation

10.3.6 Retail Service Store Process

In retail services, the size of the facility is large in order to accommodate
many customers at the same time. Customers are provided with a large
number of product options from which to choose. Retail services require a
high degree of labor intensity but a low degree of customization or
interaction with the customer. Customers are influenced by price more so
than service quality or delivery time. Customers are also interested in con-
venient locations, assistance with finding the products in the store, and
quick checkout. Total service time is usually measured in minutes.