The sixth principle in Lean Services allows us to demonstrate a lean service examplesÂ (or Lean for Service Operations is1: Continually aggregate solutions to reduce the customer’s time and hassle.
Because consumers and customers are utilizing services from more and more service providers, why can’t service providers aggregate their services to the benefit of the customer? This question rests on the principle that reducing wait time and hassle for the customer is a good thing. Â Womack and Jones then make this point:
For example, whyÂ canâ€™t a single provider solve your computationÂ and communication problems by evaluatingÂ your specific needs and then determining theÂ best equipment, software, and services?
TheÂ provider could then obtain, install, maintain,Â upgrade, and replace the required items for aÂ standard fee, with no unpaid work or hassle forÂ you. And why canâ€™t another solution providerÂ put the vehicles in your driveway, then maintain,Â repair, and dispose of them as appropriate,Â for a simple usage fee, without consumingÂ any of your time or attention?
While the Lean for Service Operations mindset has not been widely adopted, it’s easy to see the innovations that can come from this type of thinking.
In the next post and final post, I’ll summarize and show a Before and After Case Study of Lean for Service Operations.
- the principles of Lean for Service Operations are: Solve the customerâ€™s problem completely by insuring that all the goods and services work, and work together, Donâ€™t waste the customerâ€™s time, Provide exactly what the customer wants, Provide whatâ€™s wanted exactly where itâ€™s wanted, Provide whatâ€™s wanted where itâ€™s wanted exactly when itâ€™s wanted, Continually aggregate solutions to reduce the customerâ€™s time and hassle. ↩