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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