Soft Service Methodology

Soft Service Methodology

Version 15 May 2011

1. Soft Productivity
Soft productivity seeks to optimise value from both human interactions and activities in
achieving valued outcomes. It is a systems approach that uses a Human Activity System
(HAS) framework across a wide range of methodologies at organisational, process, and role
levels.

Human Activity
System Interactional
Activity
(Human system
System Designed) (Social)

Based on a diagram from D Patching in
Practical Soft Systems Analysis

Copyright David Alman 2011

A generic Human Activity System (HAS) model is shown below that integrates Human
Designed activity systems (Means) and Social interaction systems (Relations &
Meaning) to achieve a Purpose.

Means
e.g. processes, policies, plans,
organisational structures,
management systems,

Meaning Purpose
e.g. “world view”, paradigms. e.g. Clarity of goals,
beliefs, values, attitudes – aims, targets
culture & climate: the way we
do things around here

Relations
e.g. Social interactions and
networks between individuals
and groups, behaviours, conflicts.



What Kinds of problems can I address with a HAS?
Process Issues:
• I can reduce work delays & queues
• I can improve work productivity
• I can improve effectiveness of reports
• I can I improve employee competencies
• I can I cut costs
Attitude Issues Purpose Issues
I can improve underlying attitudes • I can meet customer needs & expectations
affecting: • I can improve customer satisfaction
• Customer service? • I can improve clarity of purpose
• Work practices?
• Relationships? Relationship Issues
I can improve cooperation & coordination:
• With people I work with
• Between teams & other employees
• With & between management
• With customers

2. Soft Service Methodology
Soft Service Methodology (SSM) looks at Role value based on the effect “hard” process
activities and “soft” people interactions has on the overall system’s productivity.

HAS Processes
Role activity Role activity Role activity
“waste” & “gaps” “waste” & “gaps” “waste” & Gaps”
Role 1 Role 2 Role 3
HAS Attitudes Valued activities Valued activities Valued activities HAS Purpose:
and interactions and interactions and interactions
Customer Satisfaction
Role interaction Role interaction Role interaction
“waste” & “gaps” “waste” & “gaps” “waste” & “gaps”

HAS Relationships
The Soft Service Methodology involves:
• Clarifying the Purpose of what is needed to improve operational performance.
• Improving the value of Role activities by reducing “waste” from non valued adding activities and
“gaps” where the system fails to address a customer service requirement.
• Improving the value of Role interactions by addressing “waste” resulting in non and low valued
contribution, and “gaps” in the network of interactions that could improve service.

Steps in applying a Soft Service Methodology
Step 1 Identify Purpose of the service, and services sought
(from the customer’s perspective).

Step 2 Identify “waste” and “gaps” in:

2.1 Role activities, such as causes of time “waste” and
service delivery “gaps”

2.2 Role contacts, such as “waste” in contact contributions, and
“gaps” in valued contributions from other roles in the network.

Step 3 Identify improvements in the system’s process activities,
and in the network of contacts supporting customer service.


2. Soft Service Methodology - Example
Stages in a Soft Service System Methodology
Step 1 Identify Purpose Step 2 Identify Role improvements Step 3 Develop
Improvement Program

Identify Purpose, Needs Identify role activity and interactions Develop
& Expectations “waste” and “gaps” affecting value. Improvement Plan


Improvement Program


Identify: Identify: Identify improvements
a) The purpose of the a) Non productive “waste” and “gaps” in and:
service – from a customer role activities a) Ensure performance
perspective b) Non or low value “waste” and lost value measurements
b) Customer service needs & “gaps” in role contribution to other measure
expectations. roles and customer improvements sought.

b) Action plan
implements
sought changes in
system
processes, and
network contacts.


Improvement Program

Identify: Identify: Identify improvements and:
a) The purpose of the a) Non productive “waste” and “gaps” in a) Ensure performance
service – from a customer role activities measurements measure
perspective b) Non or low value “waste” and lost value improvements sought.
b) Customer service needs & “gaps” in role contribution to other
expectations. roles and customer b) Action plan implements
sought changes in system
processes, and network
contacts.
State Identify value of role process activities in
Purpose Identify Review and develop
the service system.
of the customer measures of service performance
Service complaints e.g. KQIs related KPIs and targets.
Identify value of role interactions in the
Service network. Develop Performance Improvement
Plan, identifying Cost Benefits of
changes proposed


STEP 1 Identify Purpose and Need (Working Document)

1.1. Identify the Purpose of the Service
What is the purpose from the user’s viewpoint?
• Example:
• The purpose of the service is to.................

1.2. Current User Experience
• Example user experience by categories, and service responses by group

Example of User Comments
No Current Service Delivery Response Group Current Contact Response Group
(Categorised)


Step 2 . 2.1 Map to identify “gaps” and “waste” in activities and interactions
How do role activities & interactions work together to provide services? Any “gaps” or “waste”?


STEP 2. 2.2 Identify Impacts Affecting Customer Service (Working Document)
Using the flow chart explore ways to address “gaps” and “waste” in system activities or network interactions.
For example, in system activities:
• Gaps from not doing something the customer wants, or something not done right.
• Waste in service activities that do not add value.
In network interactions:
• Service interaction gaps e.g. additional interactions that could add to sought value.
• Service interaction waste e.g. non value in contact interactions.

The aim is to:
• Improve the value of both service activities and interactions in providing valued service.
• Reduce “waste” that reduces the value of service activities and interactions.
• Address “gaps” affecting the value of service activities and interactions.

System/Network Conditions
No Waste or Gap Root Cause in System Activities Root cause in Network Interactions
(which cause the waste or Gaps)

Example Excessive customer wait time Cue waiting time • System does not allow more than term • Customer contact protocols not
1 customer focused


Step 3 Develop an Improvement Program (working documents)
3.1 What should be measured to be customer service focused?
Measure Focus Support the The Effect
Purpose*
Example:
Call value User satisfaction Yes Calls measured from User perspective identifying issues to
improve service and value of service.
Calls per hour Internal, efficiency based No Calls can be dropped or customers given inappropriate
attention, resulting Lost Value

*Purpose measured rated:
No; Yes; Maybe; Partly.
3.2 Develop an Service Improvement Plan
Service Improvement Plan. Agency :
Purpose Critical Success Factors:
Example: Examples:
The purpose of the service is to.................................  Response and resolution of issues within priority time frames
 Minimum to no disruption to services
No Current Issues affecting Improvements & supporting actions. Measures Implement by
Service
Example Excessive customer wait  Upgrade call monitoring technology
1 time due to call waiting  Replace Call monitoring measures that are
time internal focused with customer focused

Critical Success Factors are the few things that must go well to ensure overall success in achieving Purpose.



Soft Service Methodology aims to:

Improve Customer Service;

Reduce costs & increase valued activities;

Improve role & customer relationships;

Emphasise common values to achieve outcomes;

Improving effective management of service delivery;

Use a “wholistic” approach to address both work and customer issues;

Take an integrated “systems” approach so the value of all activities & interactions is
understood


A collaborative approach is taken to improving
Soft Service

For further advice please contact David Alman
at
proventivesolutions.com.au


Soft Service Methodology

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