LEADER 04250nam 22004935 450 001 9910254918303321 005 20200702144115.0 010 $a3-319-54786-0 024 7 $a10.1007/978-3-319-54786-2 035 $a(CKB)3710000001633009 035 $a(MiAaPQ)EBC4982325 035 $a(DE-He213)978-3-319-54786-2 035 $a(PPN)222237945 035 $a(EXLCZ)993710000001633009 100 $a20170822d2017 u| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aHow to Make Things Happen $eA blueprint for applying knowledge, solving problems and designing systems that deliver your service strategy /$fby Beatriz Muņoz-Seca 205 $a1st ed. 2017. 210 1$aCham :$cSpringer International Publishing :$cImprint: Palgrave Macmillan,$d2017. 215 $a1 online resource (376 pages) 311 $a3-319-54785-2 320 $aIncludes bibliographical references and index. 327 $aChapter1 A scenario and the fascinating world of operations -- Chapter2 Basic ideas behind SPDM -- Chapter3 the mission, essence and flame red -- Chapter4 You have to walk the streets -- Chapter5 Cost-cutting does not lead to efficiency -- Chapter6 The main thing is not knowing what you know -- Chapter7 We work with brainpower, not manpower -- Chapter 8 Industrialization of service in order to unlock brainpower capacity -- Chapter9 Converting blocking factors into value-adding elements -- Chapter10 Making ideas happen -- Chapter11 One thousand $1,000 improvements -- Chapter12 Quality is a chorus girl cast as a prima donna -- Chapter13 Have you looked to see what is in your refrigerator yet -- Chapter14 Happy people are more productive -- Chapter15 The hallmark of mediocre managers is hiring people worse than they are -- Chapter16 Asking the right question at the right time.-. 330 $aThis book offers models and frameworks to analyze your service delivery systems as a whole. It presents the framework to solve customer problems by delivering the right knowledge at the right time to the right place and take advantage of the efficiency that technology and algorithms offer. Why do so many brilliant plans fail to deliver in practice? Why can?t your employees just do what you want them to do? In most cases, because the operations eco-system in which those plans must be deployed fails to fully understand the problem that needs to be solved. The fourth industrial revolution is seeing advances in Artificial Intelligence industrialize the service sector. But, despite the cost-cutting that these advances offer firms are still struggling to stay competitive. That is because they think that cost-cutting delivers increased efficiency whereas it is the other way around: increased efficiency cuts costs. And the heart of efficiency in delivering services is people and their knowledge. As industrialization drives ever more standardized offerings and ever little human contact it is in those rare moments of human interaction where the greatest opportunity to add or destroy value lies. It is human brains and the knowledge they contain that are best suited to problem-solving and individualizing client solutions. The real competitive edge will become the ability to foresee and individualize problem-solving. To do this, firms must start thinking of knowledge as inventory ? who knows what, who needs to know what and where and when do they need to know it. 606 $aProduction management 606 $aManagement 606 $aIndustrial management 606 $aOperations Management$3https://scigraph.springernature.com/ontologies/product-market-codes/519000 606 $aInnovation/Technology Management$3https://scigraph.springernature.com/ontologies/product-market-codes/518000 615 0$aProduction management. 615 0$aManagement. 615 0$aIndustrial management. 615 14$aOperations Management. 615 24$aInnovation/Technology Management. 676 $a658 700 $aMuņoz-Seca$b Beatriz$4aut$4http://id.loc.gov/vocabulary/relators/aut$0976952 906 $aBOOK 912 $a9910254918303321 996 $aHow to Make Things Happen$92225568 997 $aUNINA