Hizmet sistemleri analizi: Bankacılık örneği
Service system analysis: The banking case
- Tez No: 75429
- Danışmanlar: DOÇ. DR. SEÇKİN POLAT
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 145
Özet
ÖZET insanın veya insana ait herhangi birşeyin muamele görmesi, sistem içinde bulunması hizmettir. Hizmet ürünü dokunulabilir mallar ve onun çevresindeki dokunulamayan faydaların bir bütününü içerir. Hizmet operasyonlarında üretim ve tüketim eşzamanlı olarak gelişir ve genellikle müşteri hizmet sağlanırken olayın dışında değildir, hizmet çıktısının üretiminde rol oynar. Hizmet organizasyonu ve müşteri arasındaki etkileşim müşteri ve organizasyonda hizmet veren arasındaki kişisel temasla olabilir.“Müşteri teması”müşterinin sistemde fiziksel varlığı olarak tanımlanır. Bu tanım sınırlıdır, çünkü bir müşteri hizmet kaynağıyla doğrudan olarak temasta bulunmak için her zaman fiziksel olarak sistemde olmak zorunda değildir. Telefon bankacılığı, sigorta ve seyahat hizmetleri birçok faaliyetlerini telefonla ve diğer telekomünikasyon sistemleriyle fiziksel varlığa ihtiyaç duymadan gerçekleştirebilmektedirler. Müşteri temasından yola çıkarak hizmet sistemleri çeşitli şekillerde değerlendirilebilir. 8u değerlendirmeler bize müşterinin işletmeyi nasıl gördüğünü ve işletmedeki süreçlerde aksayan yönleri gösterir. Ayrıca müşteriye hizmet verirken dikkat edilmesi gereken noktalan da dikkate alarak hangi alanlarda gelişmeler sağlanabileceği ortaya konabilir. Süreçlerin potansiyel işletme etkinliği hesaplanabilir ve işletmenin stratejilerinde değiştirilmesi gereken noktalar bu uygulamalarla kolaylıkla tespit edilebilir. XII
Özet (Çeviri)
SUMMARY“SERVICE SYSTEMS ANALYSIS: THE BANKING CASE”Most services provided in the presence of the customer. In most service operations, the customer is not only present but also directly participates in the service delivery process. Such encounters with the service system and the customer's involvement in the service production process have important implications for operations efficiency and effectiveness. Thus, the nature and the extent of contact between the customer and the service system should be carefully evaluated in designing service facilities. What do we mean by the term of service? On a walk along a street in any town we are likely to see retail stores, banks, council offices, police station building societies, insurance brokers, cinemas, post office and so on- to the man on the street they are all services. If the customer is participating in an interaction with the business in the main element of service, it follows that the customer must be regarded as part of the service process. This has definite implications for managers of services as it presents difficulties and opportunities both for marketing and operations people. Difficulties arise through people being individual who will not always react in a consistent manner and the limited opportunity for mistakes to go unnoticed by the customer. Opportunities are in terms of being able to use the customer as a resource to do, to monitor and to promote the service. Furthermore service operations have to be capable of dealing directly with a large number of customers. Service operations have a number of unique features:. Service production and consumption is usually simultaneous.. Service is usually transient or perishable.. The production of the service is part of the marketing mix.. People are part of the production system as customers or clients.. Service operations deal directly with a large number of customers. xmAlthough services have certain common characteristics, they also have important differences. Several classifications approaches have been made to facilitate the analysis and understanding of the operation of different service organizations. The customer contact model has been developed to facilitate the service design decision by determining the tasks that should be performed in the presence of the customer and those that should be processed in the back office. Based on the extent of contact with the customer, customer contact model groups services into: a. High contact or pure services b. Low contact services or quasi manufacturing c. Mixed services Customer contact model has been considered a useful framework for designing, analyzing and understanding service organizations and further extensions of the approach have been articulated in several works. The customer contact model classifies service system based on the extent of contact between the service facility and the customer. Services which require the presence of the customer and which also involve high interaction and customization would be placed in the same category as those which require the customer's presence but involve very limited interaction and customization. According to CCM airlines, railroad services, health centers would all be categorized as pure services. Active contact is defined as direct contact between the customer and the service provider which involves direct customer-service system interaction. Passive contact is defined as direct contact between the customer and the service system which does not involve customer service system interaction. A service output generally involves both active and passive contact. For example hotels generally involve active interaction with patrons at the point of making reservations(if done by telephone) during registration and checkout, during their stay in the facility. XIVa. Chase's Customer Contact Approach(Chase 1978, 1981) High Contact Low Contact b. Schmenner's Service Process Matrix (Schmenner, 1986) Figure 1.1 Chase's and Schmenner's Customer Contact Approach xvThe customer contact model maintains that the extent of contact between the customer and the service facility relative to the total service production time determines the potential operating efficiency of the service facility. customer contact time Potential Operating Efficiency = f( ) (1.1) service creation time Customer contact time refers to the time that the customer has been in direct physical contact with the service facility, and service creation time refers to the time needed to perform the various tasks required to provide the desired service including activities performed in the back office. The customer is not simply a recipient of service in a service organization, but like the company's employees, an active participant in the creation, provision and control of services. Just as the operations manager has to select, train, motivate, reward and if necessary dismiss employees. This work is made in a bank that performs banking operations to its customers. Potential Operating Efficiencies are measured and banking operations processes are examined according to Potential Operating Efficiencies. XVI
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