Improving Service Quality through Use of Standard Workbenches

R. Goodwin, P. Mazzoleni, SweeFen Goh, Aubrey Rember, Vibha Sinha, Debdoot Mukherjee, Senthil Mani
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Abstract

Service providers strive to provide consistently high quality services to their clients, in the same way that manufactures strive to provide high quality products to their customers. To paraphrase W. E. Deming, a pioneer in improving manufacturing quality, unnecessary variation leads to poor quality. Eliminating variation, through standardization and better training is one way to improve service quality. With this view in mind, we examined how IBM Global Services delivered business consulting services, especially ERP deployment. Such services follow prescribed methods which specify tasks to perform and work products to deliver. However, how to perform the activities and which tools and starting content to use was left to the individual project. The workbenches that we have implemented and deployed to IBM Global Services aim to eliminating unnecessary variation in how the service is preformed and increasing the reuse of assets. Each tool provides guidance, is integrated with tools providing support for upstream and downstream activities and automates routine activities, where possible. Beyond the benefits achieved by using workbenches to reduce unnecessary variation, and therefore improve quality, we are also seeing significant efficiency gains. In particular, by using standard workbenches, consultants moving from one project to other can easily and quickly get started without having to learn a new environment. This helps consultants increase their efficiency by 20% to 30% when project assignments are short. In addition, we estimate is that IBM will save 60-70% of training cost since consultants will need to learn fewer tools and can take advantage of in-task guidance to learn tasks as needed. Finally, by integrating the complete project lifecycle around a single, integrated, toolset, we are able to push an additional 15% work to global delivery centers, where specialist can perform the same task for many projects, again reducing variation and improving quality.
通过使用标准工作台提高服务质量
服务提供商努力为客户提供始终如一的高质量服务,就像制造商努力为客户提供高质量的产品一样。用提高制造质量的先驱戴明(W. E. Deming)的话来说,不必要的变化会导致质量差。通过标准化和更好的培训消除变异是提高服务质量的途径之一。考虑到这一观点,我们研究了IBM Global Services如何交付业务咨询服务,特别是ERP部署。这些服务遵循规定的方法,这些方法指定要执行的任务和要交付的工作产品。然而,如何执行活动以及使用哪些工具和开始内容留给了各个项目。我们已经实现并部署到IBM Global Services的工作台旨在消除服务执行方式中不必要的变化,并增加资产的重用。每个工具都提供指导,与为上游和下游活动提供支持的工具集成,并在可能的情况下自动化常规活动。除了通过使用工作台来减少不必要的变化,从而提高质量所获得的好处之外,我们还看到了显著的效率提升。特别是,通过使用标准工作台,顾问可以轻松快速地从一个项目转移到另一个项目,而无需学习新的环境。这可以帮助顾问在项目任务较短的情况下提高20%到30%的效率。此外,我们估计IBM将节省60-70%的培训成本,因为顾问将需要学习更少的工具,并且可以利用任务内指导来根据需要学习任务。最后,通过围绕一个单一的、集成的工具集集成完整的项目生命周期,我们能够将额外的15%的工作推向全球交付中心,在那里专家可以为许多项目执行相同的任务,再次减少变化并提高质量。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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