Let's look at the framework. It is called Service Problem-Driven Management, SPDM. SPDM combines operational efficiency with problem-solving to attain service excellence. Efficiency is a must, a pressing need, not for competitive edge, but as hygienic need for survival. If we are not efficient, we shall perish. A manager's great frustration is that you plan you organize, and you try to implement, but then nothing works. Then it doesn't work out. It is like a wasteland. Getting results while managing operations in the 21st century should be understood as managing brain force. The trick is to have others do what you want them to do and see that that's what they want to do. Really this is what we should see: they want to do. To reach that goal, people need to understand what they're doing, why they're doing it, and the reason for doing it. Putting operations into practice requires a model that takes into account many components that are extremely susceptible to their impact on each other. It demands a framework that enables you to understand every single interaction. To do so, you have to ask the right questions at the right time and ask for relevant information. To do so, you need SPDM. In operations, you have three leading players. First, you have the promise. The promise is the translation of what the company wants to be the best at, your strategy. You always promise something to somebody, the client, but the reality of that promise comes about through your operational structure, through your service delivery. Three players: promise, client, and operational structure that have a close-knit relationship. The promise is in charge. The operational structure performs. When the client comes in contact with the operational structure, when the client appreciates the service reality, then comes the moments of truth. The moments of truth is an important interaction with the service delivery. Why important? Because it declines and defines the reality of the promise. Paying the check at a restaurant, calling room service because there is no hot water, a late boarding on a plane. We're surrounded by moments of truth. They reflect the true reality of the service. Why are these moments critical? Because the service is at stake. You are betting on how the service is perceived. If you win that bet, you hit the jackpot. If you lose, you stand to lose your shirt. Funnily enough, some of those moments do not depend on us. They depend on third parties, parties that are suppliers at times, while others they're just third parties. But they define the whole service experience. Thus the promised reality. Not being able to park your car defines the dining experience. Traveling with an out-of-order ATM raises service frustration. This is what is called the extended enterprise, the ecosystem of companies that build the complete service delivery experience for us and with us. This idea was conceived by professor Rosabeth Moss Kanter at Harvard Business School and is one of the most important ideas of a framework. When you think about a service, you need to think it through from beginning to the end. You need to think about your company, about your client, about your suppliers, and about your distributors. Here we come to a couple of very, very neat ideas. Number 1, put your customer to work. The client, the customer can be part of your operational structure. Think about what might happen to do one night at midnight. By logging onto your bank account and making transfers, we are working for the bank where we also get happy because it's a win-win situation. Home banking saves me going to a branch. The bank has simplified its structure because clients are performing a ton of tasks at home. The client wins, the bank wins. This extended enterprise spots elements outside your operational structure that make up part of your service. It takes all these elements into account and builds on them to produce the whole service delivery experience. This is known as keiretsu and a keiretsu experience, the sum of all the parties. Let's look at our 3rd player, the client. Understanding the client interaction leads us to understand a client needs and profile, but not a demographic profile. A profile has to do with age, gender, etc., not any more. We need to understand the anthropological profile. That's to say our client social behavior. That way we cluster clients into what we call tribes. We can adapt our service structure to meet these needs and to build a sustainable and efficient structure to attain those needs. We are now ready to see the whole framework that would allow us to set up efficient and sustainable service operations. Let me do that step-by-step. The 1st thing that you need to think is, what do I want to be best at? You need to translate that into what we call the promise. Operations follow a strategy. You do not need to go to a big shot consulting firm to design your strategy. Just think what do you want to be best at? You need to translate that in what I said I call the promise. What are the elements that make up this structure? Well, knowledge stock is one of them. Remember that in SPDM, we only look for the knowledge we need to have to perform tasks and to solve problems. Remember the axiom; tasks, problem, knowledge. Furthermore, the operational structure needs to look into how the service is delivered. That is what we call the service configuration. It is how we design the service delivery to provide an efficient and excellent reality. To do so, it requires going into the promise in order to understand the soul of the promise. What we call the DNA or the essence. Along with the operational structure comes basic operation elements. What processes do we need? What information? What type of decisions really need to be taken? Or follow the mandate that the promise is setting up and that the service configuration has given them. Summary. Translation of a strategy into a promise. Promise in order to meet your client archetype. In order to do that, you need to have operations that look at the end-to-end of the service delivery, from ideas to service delivery with the extended enterprise. Then when you go into the operational structure, you have to understand your knowledge stock, the essence of the DNA, how you deliver the service configuration, and your basic operational components. These basic operational elements have been thoroughly analyzed in the just-in-time, lean, and agile movements. These three approaches have been vitally important in the manufacturing world and in recent years in service operations. SPDM builds on them. It all adds. You see? SPDM provides a simplified framework that adds element on top of just-in-time lean, and agile. Let me explain, just in time told us, don't do today what can be done tomorrow. Don't miss an opportunity to learn lessons on the factory floor. Employment suggestions to drive integration in constantly search for solutions to the problems. It all fits beautifully into the SPDM approach that defines knowledge as the main driver for efficiency, and excellence in service operation. Can you do this, and services? Well, there are hospitals in India that have applied the Toyota Production Systems, and they are doing wonderfully well. The answer is absolutely yes. Lean provides us with ideas, and how to get rid of elements, and assess all kinds of waste. Not to spend money on anything unless you need, keep operations moving in one direction with the lay motif onwards, and upwards. Again, one of these courses main messages free up time by getting rid of every F5 task. Just-in-time Lean are two elements have been very much gone together, and they are beautifully interwove into SPDM. Finally, we have the agile movement, the agile system entails among other ideas, striving to achieve delivery time in zero minutes, having a loose operational structure, and joining together every component on the extended enterprise. Once again, extended enterprise adapt to change, and cut back the whole time structure. SPDM embraces all of these ideas for service operations by introducing something very simple. SPDM is a case, keep it simple, and stupid approach in order to build, and create an efficient operational service structure. What has SPDM bring? SPDM main contribution is the base of sustainable efficiency is knowledge, and problem-solving. This is super relevant because one of the things that happens once you have applied just-in-time lean or agile is that things stop. There's no continuous improvement. It seems that everything that you have done has been wonderful fireworks, but then it stops. SPDM introduces what I call the magic formula. Task equals problems, equals knowledge. This for us is really critical. SPDM seeks to get rid of waste, and cut time consumption. It pickups out the positives like who is a test benchmark, performer, and why? Never look for negative, always for positive, who is doing best at? We are looking for those agency are really outstanding that deliver the service in record time. Wonderful service in record time. They are the ones that will be our knowledge benchmarks. SPDM provides tools to focus brains, to be action driven, to be proactive, to move, to go forward. Finally, it looks upon the service experience as a joint problem-solving processes between all the components that play a role on it, the end to end delivery experience with the extended enterprise. The extended knowledge enterprise refers to the synergy in accompany knowledge portfolio in order to bring about an efficient service delivery process, that is SPDM. Building on just-in-time, lean and agile and providing knowledge and problem-solving. Enjoying problem-solving as the main elements in order to have sustainable efficiency. SPDM will be a frame of reference. The course modules will provide his basic ideas. If you want to analyze them further, you can read my latest two books, how to make things happen, and how to get things right.
