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Strategic servicification - A quality based approach beyond service-engineering

: Schmitt, R.; Hatfield, S.


Mitsuishi, M. ; International Institution for Production Engineering Research -CIRP-, Paris; Japan Society of Precision Engineering -JSPE-, Tokyo:
Manufacturing Systems and Technologies for the New Frontier : The 41st CIRP Conference on Manufacturing Systems May 26-28, 2008, Tokyo, Japan
London: Springer, 2008
ISBN: 978-1-8480-0266-1
ISBN: 1-8480-0266-1
Conference on Manufacturing Systems <41, 2008, Tokyo>
Conference Paper
Fraunhofer IPT ()
Dienstleistung; Qualitätsmanagement; Modellsimulation; Kundenzufriedenheit; Verbesserung; Betriebserfahrung

This article describes the framework needed to develop service activities in alignment with a company's strategy. First, the Aachen Quality Management Model is presented which describes how corporate skills and strategic orientation need to be linked and focus on customer's requirements. Second, three perspectives are needed in order to achieve the highest possible overlap of the above mentioned factors and therefore the desired level of quality for service solutions. These three perspectives are provided with methods, so that latent customer requirements can be assessed, the corresponding companies' skills identified and improvement measures be taken. Corporate skills are here defined as processes and structures as well as leadership that enable companies to align all their service relevant activities in one strategy. As the HyPro Competence Matrix provides the missing link between existing methodical approaches, the development of the skill criteria is described. By means of expert and staff interviews a broad data base was created, which was then, step-by-step, structured by cluster and content analysis. The HyPro Competence Matrix enables the derivation of different strategies in order for the company to enhance skills by focussing on customer requirements. Means of organisational development and change management are resulting implications and can be interpreted by the interpretation of the resulting portfolio. The final verification of the skill categories is still subject to further research as the implementation of all resulting development and change activities remains to be conducted on a large scale basis, i.e. with more companies than those included in the research so far.