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Service Service ManagementManagementHafizurrachmanHafizurrachman
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Definisi dan TujuanDefinisi dan Tujuan
• Service Management didefinisikan sebagai bagian dari Supply Chain Management yang merupakan gabungan antara penjualan yang terjadi dan pelanggan;
• Tujuan adalah mengoptimalkan rantai service (pelayanan) – agar tercapai keberlanjutan (After sales services);
• Dapat sebagai sumber keuntungan yang besar (50%)
• Service Management saat ini sebagai bagian dari strategi bisnis;
• Untuk mempertahankan pertumbuhan organisasi dan memelihara customer loyalty pada lingkungan yang kompetitif.
Keuntungan adanya SMKeuntungan adanya SM
• Biaya service dapat berkurang (pengintegrasian antara rantai produk dan servis);
• Menurunkan biaya inventori/ gudang;
• Service quality terhadap customer services dapat dioptimalkan;
• Meningkatkan service revenue;
• Meningkatkan kepuasan pelanggan;
• Meminimalkan kunjungan teknisi karena segera tertangani.
SM untuk optimalisasinya SM untuk optimalisasinya memperhatikanmemperhatikan
1. Service strategy and service offerings– Service Strategy Definition– Service Offerings Definition & Positioning– Go-To-Market Strategy– Service Portfolio Management
2. Spare parts– Parts Supply Management– Inventory Management– Parts Demand Management– Fulfillment Operations & Logistics– Service Parts Management
3. Returns, repairs and warranties– Warranty & Claims Management– Reverse logistics– Returns Processing– Remanufacturing
4. Field Service Management or Field force effectiveness– Technician Enablement– Mobility– E-learning– Activity Scheduling– Service Billing
5. Customer management– Order Management & Availability– Channel & Partner Management– Customer Insight– Technical Documentation
6. Assets, Maintenance, Task Scheduling, Event Management– Remote Monitoring– Diagnostics & Testing– Asset Management/Optimization– Configuration Management
• Service management, disebut juga IT service management, yaitu suatu disiplin ilmu yang digunakan pada industri yang menyediakan services atau kombinasi barang dan jasa;
• SM digunakan secara luas pada industri IT t/u sektor ICT (information and Communication Technology);
• Service management dapat berintegrasi dengan banyak macam industri.
• Service management digunakan bersama dengan operations support systems.
• Systems yang menggunakan service management diantaranya: – order management,
– inventory management,
– activation,
– maintenance,
– performance diagnostics
– Dan beberapa tipe support systems yang membuat
sistem berjalan proficiently dan bebas kesalahan.
• Beberapa komponen service manajemen:
• Service management biasanya bersama dengan sistem automatis dan pegawai terampil;
• Service management juga menyediakan service development;
– Contohnya adanya alur kerja
– Tetapi alur kerja tidak cukup perlu kemampuan mengatur dari pusat dan menjamin keamanan data setiap saat.
• Service Management biasa digunakan tipe lain management systems seperti Total Quality Management (TQM), Six Sigma, CMMI (Capability Maturing Model and Integration), and Business Process Management;
• Dapat dipakai pada skala kecil perusahaan dan besar;
• Ilmu service management sudah dipelajari sejak awal tahun 1970's dan merupakan pengembangan dari disiplin ilmu Operations Management.
Service Management
Service Customer Service Customer Service Service Sales & Service Planning & Service Parts Se rvice Operations
Procurement Management Management Marketing Forecasting Management Management
Management Analytics
Enterprise Asset Investment Planning & Procurement & Maintenance & D ecommission & Asset Life-Cycle Management Design Construction Operations Disposal Analytics
© SAP AG 2004, Title of Presentation, Speaker Name / 2
Service Management
Customer Service Management
Service Sales & Service Planning & Service Parts Se rvice Procurement Service Operations Customer Servi ce Marketing Forecasting Management Management Managem ent Management Analytics
Marketing & Campaign Strategic Service Supply Chain Design Supplier Selection Installed Base Service Profitability Management (S14) Planning & Forecasting (S1, S51, B12) (S47, S63, S46) Management (S59, Analytics (S59, S14,
(S14) S14) B12) Lead Management Life-cycle planning (S1, Contract Management (S14) Resource Planning & S51, S64) (S47, S63) Knowledge Service Contract
Optimization (S14, S59) Management (S14, Analytics (S59, B12, Territory Management Forecasting (S1, S51, Demand Determination S59) S14, P67) (S14) Service Activity S64) (S47, S63, S59, S64)
Planning (S14, S59) Case Management Customer Analytics Account & Contact Inventory Planning (S1, Purchase Order (S14) (S59, S14, B12) Management (S14) S51, S64) Management (S56,
S47, S63, S50) Complaints Warranty Analytics Activity Management Distribution Management (S14, (B12, S14, S59) (S14) Requirements Planning Receipt of Service S59) (S1, S64, S51) Parts (S47, S63, S64, Installed Base Analytics Opportunity
S62, S50) Returns & Repair (S59, B12, S14) Management (S14) Deployment Planning Management (S59, (S1, S51, S64) Confirmation of Service Parts Analytics Customer Interaction S14, S64) Services (S47, S63, (B12, S51, S64) Management (S14, Collaborative Inventory
S50) Warranty Management S59) Management (S51, S1, Spend Analytics (B25,
& Entitlement Validation S64) Invoice Management S47, B12, S63) Service Quotation & (S59, S14) (S47, S63, S60, S50) Order Management Order Management Supplier Performance Service Scheduling &
(S14, S59) (S54, S6, S51, S64) Analytics (B12, S47, Optimization (S14, S59, S63, P67) Service Contract Foreign Trade (S64, P32)
Management (S59, S56) Sales & Marketing Escalation S14) Analytics (S59, S14, Transportation Management (S14,
B12) Management (S1, S51, S59) S64, S73) Service Billing (S59, Inventory & Warehouse S14) Management (S51, S64, S7)
Reverse Logistics (S64, S51, S14, S59)
SAP Product Available Partner Product Available Sxx, Vxx, Bxx SAP Product & Service Pxx Partner Product SAP Product Available with Future Releases Partner Product Available with Future Releases For more information see: http://www.sap.comFuture Focus Collaborative Business Map Available
© SAP AG 2004, Title of Presentation, Speaker Name / 3
Service Management
Enterprise Asset Management
Investment Planning & Procurement & Construction Maintenance & Operations Decommission & Disposal Asset Life-Cycle Analytics
Design
Business Planning (S60) Supplier Qualification & Technical Assets Asset Transfer & Disposal Asset & Maintenance Candidate Selection (S63, Management (S62, P79) (S60, S62) Reporting (S62) Investment Management B12) (S60) Preventive & Predictive Document Management Asset Performance Bidding & Contract Maintenance (S62) (S62) Management (S62, B12) Collaborative Specification & Management (S63, S50, S62) Design (S62, P14) Work Clearance Management Collaborative Disposal Reliability Centered Procurement Process (S63, (S45, S62) Management (S62, P14) Maintenance (S62, B12, P54) Document Management (S62, S60, S56, S50) P14) Maintenance Execution (S62, Project Management (S62) Asset Life-Cycle Costing Document Management (S62, P54) (B12) Interfacing CAD, GIS and Waste Management (S38) P14) SCADA systems (S62, P14) Shutdown Planning (S62, Damage Analytics (B12, S62) Asset Compliance (S38) Project Management (S62) P60) Project Management (S62) Object Statistics (B12, S62) Asset Remarketing (S64, Collaborative Construction Mobile Asset Management S59) Spend & Supplier (P14, S62) (S62, B26) Performance Analytics (B12, Project and Investment Web-Based Processing (S62) S63) Controlling (S60, S62) Contractor Management
(S62, S63, S46)
MRO & Services Procurement (S63, S56, S60, S50)
Service Parts & Inventory Management (S64)
Document Management (S62)
Employee Management (S62, S23)
Maintenance Budgeting (S62) Integrated Asset Accounting (S60, S62)
SAP Product Available Partner Product Available Sxx, Vxx, Bxx SAP Product & Service Pxx Partner Product SAP Product Available with Future Releases Partner Product Available with Future Releases For more information see: http://www.sap.comFuture Focus Collaborative Business Map Available
© SAP AG 2004, Title of Presentation, Speaker Name / 4
Contoh Best PractiseContoh Best Practise
Pragmatic Service Management Using ‘best practice’ frameworks to solve real business problems
Claire Bourke Lucid IT
© Lucid IT Pty Ltd, 2006 - All rights reserved version 3.0
Pragmatic Service Management
A Pragmatist - Guided by practical experience and observation rather than just theory
Theorist Pragmatist Maverick
Pragmatic Service Management
Pragmatic Service Management uses the theory innovatively to solve a real business problem
Theorist Pragmatist Maverick
#1 Alignment with Business Strategy
� Symptoms � Business fails to see ‘value add’ and won’t
support the initiatives � Lack of IT Management support
� Processes become overly complex or stagnate as they have failed to align with business process
#1 Alignment with Business Strategy
� Develop a Strategy Map to focus on benefits realisation � Link key initiatives to strategic objectives
Improve Expand Shareholder Customer
Brand Market share Value Focus
Awareness
Business
Improve Improve Improve Reduce Product Customer Service Time to RTB costs Innovation focus availability Market by 10%
IT
SOE Service Staff Application Problem Network Server Roll Desk DRP Engagement
Enhancement Management Upgrade Consolidation Out Consolidation Survey
Customer Activity Service Career ITIL Data Centre Setting up a SLA’s Satisfaction Based Catalogue Development Implementation Relocation PMO
Survey Costing
#2 Create a ‘sense of urgency’
� Symptoms
� Other projects take priority � Lack of management support � ITIL Implementation done as a ‘business as
usual’ activity
#2 Create a sense of ‘urgency’
� Questions you must answer
� Why are we doing this project - need vs want � What is the benefit to our business �What are the risks if we don’t do it � Do we have executive buy in - accountability, not
sponsorship
� Do we have the budget or access to budget �Does this improve alignment with the business �How will this impact customer, employees, partners �Have we done this before � How will we measure success - business and IT
#3 Clear implementation framework
� Symptoms � No project structure for implementation or
project governance
� Technical determinism’ - implement technology independent of process and the organisational structure in which is embedded
� Underestimating the scope and ‘touch points’ of the project
� Slow progress, lack of support - ‘bright shinny thing’
#3 Clear implementation framework Business Drivers
Implementation Vision
Planning
Functional Assessment Process Design
Specification
Tool Objectives
Build Evaluation & (Roadmap)
Selection
OrganisationalBusiness Case Transition Maintain
Alignment
Go/No Go Service Go Live
Improvement
Plan Implement Optimise
Communication and Training
#4 Scope - Run and Build
� Symptoms � Limited support from the Application Support
and Development Teams
� Lack of focus on the end to end service value chain � ITIL only
#4 Scope - Run and Build
� Need to consider the whole of
IT Business
Program “Service Management Management
Office Office”Governance Service Level Mgt Programme Mgt Financial Mgt Portfolio Mgt Availability Mgt Project Mgt Capacity Mgt Requirements Security Mgt Analysis IT Service Continuity Mgt Incident Mgt
“Build” “Run”IT Services Application Development Release Mgt
Project Management Change Mgt IT Services Configuration Mgt Problem Mgt
BSC COBIT 6 Sigma AS8015 ISO20000 ITIL ITIL
CMM Prince2
ITIL ITIL ITIL
ITIL ITIL ITIL AS7799
CMM ITIL
ITIL
Prince2 pmBOK ITIL ITIL
ITIL ITIL ITIL ITIL ITIL ITIL
ITIL
#5 Consider all the Dimensions of Change
� Symptoms
� Failure to understand that implementing ITIL will fundamentally change the way people work. �Unsustainable change, people revert back to old ways of working
� Lack of integration between to the elements, for example � Tool does not adequately support the process, � Practice does not align to process
� Process outcomes do not deliver on strategic objectives
#5 Consider all the Dimensions of Change
� Project Plan - Develop a Product Breakdown Structure based on each of the elements
� Create a focus on organisational change and bring in an expert if required
# 6 Service Architecture
� Symptoms
� No clear definition of services � Services defined in terms of technology � IT finds it difficult to effectively assess the impact of incidents and changes
# 6 Service Architecture
� At the heart of Service Management is Service
Business/Customer Service
IT Services
Underpinning Configuration Items
CI CI CI CI CI CI CI CI CI CI CI CI CI
CI CI CI CI CI CI CI CI CI CI
# 7 Process Architecture
� Symptoms � Lack of understanding of process intent or
desired objectives - WHY?
� Processes overly complex and prescriptive � High compliance overhead
� Implementation generating too much change � Risk throwing the baby out with the bath water
# 7 Process Architecture
Policy
Statement of Process Intent
Process
One Page, Role Based, High Level Process Flow
Procedures Underpinning procedural steps
Local Work Practices Supported by documented work instructions (focus on ‘how’ e.g. platform/technology recovery instructions)
#8 Clear Business Engagement Model
� Symptoms
� Lack of strategic input from the business � Business complain about IT service delivery � IT ‘fear’ consultation with the business � Meaningless Service Level Agreements � Process like Problem Management fail
#8 Clear Business Engagement Model
Business Units IS
Executive Executive Strategy and Architecture
Management Management
Strategic, policy and architecture alignment
IT Customer Service Level Management Business Relationship
Representative Management
Service Level, Service Design and Deployment interf ace
Change Management Business
Service Users of Request Management Desk
IT Services Incident Management
Clear and consistent channels for incidents, requests and changes
#9 Plan to Improve
� Symptoms � Lack of traction; people go back to old ways
of working
� Process no longer meets business needs �No induction for new staff - dilution of process
#9 Plan to Improve
PLAN DO
ACT CHECK
Quality Assurance (ISO2000)
Time
Driven by Changing Business Needs
#10 Situational Management
Theorist Pragmatist Maverick
Summary
��0 observations - 10 pragmatic solutions ! #1 Alignment with Business Strategy ! #2 Create a sense of urgency !#3 Clear implementation framework ! #4 Scope - Run and Build � #5 Consider all the elements of change � #6 Service Architecture
� #7 Process Architecture �#8 Clear business engagement � #9 Plan for Improvement �#10 Situational Management
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