8

Service

The provision of the service or servitude represents the totality of the activities through
the requested service is obtained by the client, using the necessary infrastructure. In this
because it is important to know the serving capacity of the business
labor productivity.
There is a difference between service and serving. For example, at a restaurant.
the service is represented by the serving of culinary dishes, while the service of
the preparation of those dishes.
Services are generally based on the predominant use of force.
work. The International Labour Organization consistently asserts that the workforce
Labor is not a commodity, but in practice, it is. The labor force is what creates.
wealth, however, is the most perishable commodity. Unused human skills
I lose easily.

8.1 Service Capacity

The service capacity represents the maximum number of services of a certain

structure and quality that a service provision center can achieve in a
time interval given, under optimal technical and organizational conditions.
Knowing the capacity to serve is important for [10]:
the development and foundation of the organization's plan;
dimensioning of serving units;
the discovery of internal capacity reserves;
 Service reengineering

the choice of service deployment strategies

the foundation of development options for service points and
organization;
the comparison of results obtained by different service units.

The principles used in calculating the serving capacity are as follows:

♦ capacity is determined only for the services provided to customers;
♦ the determination of the organization's service capacity begins with making
calculelor la nivel inferior (post de servire)şi se continuăcu stabilirea
service capacity at higher levels (workshop, section, office,
service);
♦ the serving capacity of a higher ring is determined based on
of the service capacity of the main subunit, with clarification
narrow places;
♦ the determination of serving capacity assumes normal working conditions
and supply, without taking into account deficiencies of any kind
nature that can appear;
♦ capacity has a dynamic character, being concurrently influenced by
different factors of the serving process, which imply its recalculation
in relation to their changes over time.

Units of measurement of capacity can be:

¾ physical units (services rendered/year);
¾ conventional units: a service is conventionally chosen
base, and the others are equivalent to it. For example, a classic haircut,
cleaning of a clothing suit etc.

The initial data required for calculations are:

° the volume and structure of service Nj;
° the number of service posts m;
° the serving area S = St– SA, where Sttotal area; SAspaces
auxiliary;
° the fund of fasting time (table 8.1);
Table 8.1

background of calendar timec

technical time fund ft Infrastructure repairs
nominal time fund fn Planned work schedule
available time fundd Repairs
infrastructure
effective time fund fe Interruptions
admits

° the time norms (tnstandard serving time, tt minimum time of

serve);
The Servitude

° the necessary surface for a post sp= sb+ sa(sbthe base surface, sa–
auxiliary surface)

The indicators of production capacity are:

9technical capacity - represents the maximum limit regarding
the potential to serve, when there is no impediment to use
him
9capacity of regime - represents the maximum performance capabilities,
conditioned by the factors that act during that period,
the framework of service units.

Theoretically, the serving capacity is calculated using the relationship:

m⋅f
C= (services/ann)
t
where:
m - number of posts;
f - time background;
t - serving time.

Particularities in the calculation of serving capacity

A. Specialized operational compartments

The service stations are arranged in homogeneous groups of operations. At

each group of operations (i) performs the operations (g) belonging to the service (j).
Time is centralized on services and on the service position (table 8.2).

Table 8.2
Services Number
Group of posts Kp
A B C…… of the providers
1
2
3
. Service time
.
.

The volume of services

demanded NANBNC….

Kprepresents a learning coefficient.

The determination of the service capacity of the compartment is calculated in

function of the degree of homogeneity of the service.
 Service reengineering

For example, this case is found in a car service where it is found

mechanical workshop, electrical workshop, bodywork workshop (group of positions), each having
several providers. Repair of vehicles of type A, type B or type C
they represent different services, each having a different repair time.

a. homogeneous services at a service point (a provider performs

continuously the same service).

ft
Technical capacity C t= m j⋅ (services)
tt
where:
mj the number of providers;
tt the minimum service time;
ftthe technical time fund of the position;

f t= Z(c− R k ⋅ 24−
) Rc (1)

where:
Zc = calendar days (365);
Rk= days of major repairs for infrastructure;
Rc = current repairs for infrastructure.

fd
Operating capacity C r= m i⋅ ⋅ KPI
tn
where
fd= available time pool (hours/year);
tn= normative service time.

f d= (Z L− R k ) ⋅ H− R c− ϕ (2)
where:
ZL= working days per year (approx. 260);
ϕ = technological punctuation (hours);
H = working hours per day;
KPI= learning coefficient (figure 8.1). It takes into account the decrease
progressive time of service delivery (learning process).
Its value is K=1,01÷1,2
Fie:
T - uninterrupted service provision time;
t - time required for service delivery.
If T doubles, t decreases by a percentage specific to a certain service.
The service

t1
I= 0.8÷ 0.7
t2

T1 T2 T

Figure 8.1 The learning process

b. Heterogeneous services at a service point= 1) (a provider realizes

various services)
• calculation by conventional services (c.s):

C t= m I
ft ⎡ s.c.⎤
Technical capacity ⎢⎣ an ⎥⎦
tt

⎧ ⎡ type 1 services ⎤
⎪ C t1= C t⋅ a 1 ⎢⎣ an ⎥⎦
⎪
⎪.
⎨
⎪ .
⎪ ⎡ services of type n ⎤
⎪ C=t n C⋅ a t n ⎢⎣ ⎥⎦
⎩ an
where:
ft = the technical fund defined in relation (1);
tt= the average technical time per conventional service (man hours/services) is
calculate with relation (3).
n
t=t t⋅∑
a ij j 3
j=1

unde:
tt= technical time for service (hours/service);
aj= the structure coefficient for services.
 Service reengineering

N
aj= n
∑N j
j=1

where
N= the volume of requested services.

Regime capacity C r= m ⋅ ⋅ K pi
fd ⎡ s.c.⎤
tn ⎢⎣ an ⎥⎦

⎧ ⎡ type 1 services ⎤
⎪ C r1= C r⋅ a 1 ⎢⎣ an ⎥⎦
⎪
⎪.
⎨
⎪ .
⎪ ⎡ services of type n ⎤
⎪ C=rn
C⋅ ar n ⎢⎣ ⎥⎦
⎩ an
where:
fd= available time frame defined by the relation (2);
tn= average standard time per conventional service (hours-man/service company).
n
t=n t⋅ a∑ nj j
j=1

where:
tn = standard time for a service (hours).

• direct calculation in natural units:

It is determined:
m i⋅ f t
θ t= n
(4)
∑ N⋅j t nj
j

m I⋅ f d
θr = n
(5)
∑ N⋅ t j nj
j

where
ft= technical time background defined by relation (1);
fd= available time frame defined by the relation (2);
Nj= service volume;
θ = technical/operating coefficient for service.
Service

The technical capacity to provide a service:

⎧ ⎡ type1 services
⎤
⎪ C t= θ t⋅ N1 ⎢⎣ ⎥⎦
1
an
⎪
⎪.
⎨
⎪ .
⎪ ⎡ type n services
⎤
⎪ C=n
θ ⋅ tN n ⎢⎣ ⎥⎦
⎩ a

The technical capacity to provide a service:

⎧ ⎡ Type 1 services
⎤
⎪ C r1= θ r⋅ N1 ⎢ ⎥⎦
⎪ ⎣ an
⎪.
⎨
⎪ .
⎪
θ ⋅ Nr n ⎡⎢ ⎤
type n services
⎪ C=rn ⎥⎦
⎩ ⎣ an

c. The capacity of a serving compartment. For the calculation of capacity

The capacity balance is built for each service (figure 8.2).
The main post is the one that has the highest values for the coefficients.
α, β, δit analyzes the workforce, expansion, and equipment.

Mi mI vi
α 1= β 1= δ 1=
∑Mj ∑mj ∑vj
j j j

The capacity of the service point coincides with that of the main post. Posts
which have a smaller capacity than the main post represent narrow places, and
Places with greater capacity are oversized places.
 Service reengineering

Cr Ct

Post 1 2 i h
Labor M1 M2 Mi Mh
Number of serving places m2 m2 mi mh
The value of the facilities v1 v2 vi vh

Figure 8.2 The service capacity balance

In order to harmonize the serving capacity, three types of can be adopted

solutions:
• intensive measures: changing the parameters of the service regime,
equipping with more productive tools, modernizing the machinery,
improving the organization and scheduling of services, increasing qualifications
of the service providers;
• extensive measures: modification of the service regime;
• complex measures: cooperation with other enterprises, acquisition of new ones
instrumente, schimbarea soluţiilor de prestare a serviciului.
Each service point has:
Potential capacity reserve: R p= C t− N j
Effective capacity reserve: R e = C r− N j

B. Specialized service departments

In this case, the posts are located on service lines (for example,
the issuance of a document from the town hall requires performing several operations.
Time is centralized on operations and services (table 8.3).
The Servitude

Table 8.3
Services
The operation Number of service providers
Kp
A B C.......
1
2
3
.
.
.

Volume of services
requested NA NB NC…….

homogeneous service

The serving capacity at an operation:

C=
m⋅ f ⎡ services⎤
Kp ⎢
t ⎣ an ⎥⎦

After performing the calculations, a balance is constructed for each service.

the serving capabilities of the operations, based on which the capacity is established
service point (figure 8.3).

Ct

Cr

Cr Ct

The operation 1 2 3 4 n

Figure 8.3 Capacity service balance (2)

 Service reengineering

Since the component rings are sized in accordance with

the principle of proportionality, the operations are more balanced. The serving capacity
is determined by the common capacity of the majority of the component operations.

e. heterogeneous services (within the service point, more are provided)

many services).

Technical capacity:

C tj = θ t⋅ N j ⎡⎢ ⎤
type j services
⎣ an ⎥⎦

where:
θt= defined in relation (4)

Operating capacity:

C r= θ r⋅ N j⋅ K pi ⎡⎢ ⎤
type j services
⎣ a ⎥⎦

where:
θr= defined in the refutation (5)

f. automated services (a device that performs a service).

( I φi⋅ W) i(services per year)

C= F−

where:
F - the working time fund (technical or regime) of the equipment
(ore/an);
φ the time allocated from the time fund for maintenance and regulation
equipment (i) (hours/year);
W - hourly productivity according to the equipment technical book
(services/hour).

60 ⎡ services⎤
Wi=
ri ⎢⎣ hour ⎥⎦

where:
r – the working rhythm of the equipment (minutes/service).
Servitude

C. The capacity of manual posts to serve

to serve without special equipment

S f
C= ⋅ (services)
stc
where
S – the area of the service point;
s – the surface of the serving area;
f - the time fund;
tc duration of the service cycle.

h. serving with special equipment

f
C= m ⋅ (services)
tc
unde:
m - the number of service positions.

The modification of serving capacity is done by changing the variables.

extensive (the number of seats in the cinema hall). But sometimes this increase
either exorbitant (one extra kilowatt, for example, requires a new power plant), or
forbidden by some agreements (the use of a worker for just a few extra minutes)
Salaries are prohibited by law (there is a minimum number of hours that must be paid). [15]
However, the growth of extensive characteristics is not necessary (airplanes)
more major), but of intensive characteristics (more flights).
Capacity can also be shared with other enterprises (databases, routes of
communication). The multipurpose halls can be used for different events.
Staff flexibility is another way to increase capacity. Similarly
Service scheduling can alleviate peak demand during short periods.
In the field of services, the working hours are no longer in many cases of eight.
or per day. Very often, part-time work is used (and in this case)
the syndicates must adapt to these conditions), but also the 12-hour workday,
however respecting the weekly standard.
In services, work is done on Saturdays, Sundays, and at night. In this field, one can
women who have children to take care of, but also elderly people who are pensioners.
Consultants can be hired on a limited basis, with a contract, by some companies. Some
support activities for services can be carried out at home. This way, costs decrease.
maintenance of offices. Even people with disabilities can work in some services
home.
Generally, older people are more flexible regarding the schedule.
Partial employment allows payment based on performance rather than seniority.
Hourly productivity increases and absenteeism decreases.
 Service Reengineering

In Northern Europe, 25% of the service work is part-time.

South: Italy, Spain, where unions are reluctant to partial employment). And in the USA
30% of activities are carried out through part-time employment.
In services, retirement is later. Under conditions of increased demand.
resort to re-employing retirees. Productivity decreases in old age.
physical, but also of the intellectual one. New technologies facilitate flexible work,
partial. Rehiring former employees has positive effects under working conditions
partial.
Replacing some service providers with equipment, in some cases has no effect.
positive. For example, there was an attempt to eliminate secretaries through phone robots or
teletext system. As a result, commands have decreased. Thus, the role has been realized that
the secretaries have him in communication.
Unions are against a permanent work-from-home program because
it hinders social interaction. They usually propose in the West four working days at
services and one at home. But with this program, office spaces are not reduced,
exchange increases costs with teleinformatics.
In some services, such as IT services, work can be performed at
residence for which it can be controlled by the achievements obtained.
Some companies resort to retraining employees. For example, banks their
I am preparing the employees to become consultants.

8.2 Working conditions

The serving processes have two aspects: the technological process and the process of
work (figure 8.4).

Complex Movements
The operation Handles
of maneuvers elementary

Work process
Phase

Process
Third
technological

Figure 8.4 The serving process

The work process represents the activity carried out by the provider. In what...
Regarding content and structure, the work process is dependent on the process.
technological in the case where it has the primary role in the unfolding of the process
The service

of serving. The basic element of the serving process is the operation. The processes of
services must be viewed in close connection with the activities of the executors.
The organization of work must ensure the alleviation of operators' efforts.
(labor economics), removing the monotony of work (for maintaining
work capacity), professional development of the person for the purpose of growth
labor productivity. The operation is performed at the workplace, which represents
the basic chain of the service process. The workplace represents a system that
elements (the human and his instruments), relationships (for example, the requests from
environment, interpersonal relationships) and a goal (the completion of an operation). For studying
the relationship between man and the work environment has created a scientific discipline called
"ergonomics" (in Greek means "the laws of work"). The subject of ergonomics is
increasing the level of comfort at work in conditions of rising productivity.

The working capacity of man

The working capacity of a person is the sum of their physical capabilities.

sensory and intellectual abilities that make work possible. Reduction
The capacity for work is due to fatigue, which can be physical, sensory, or cerebral.
and which occurs due to energy consumption.
To perform an operation, the normal working position must be chosen.
because otherwise the operator spends more energy if they stand in uncomfortable positions,
these lead to the deformation of the skeletal system or the vascular system (figure 8.5).

500

acceptable
650 300

bun
Horizontal work area

2000 N
Zonăde lucru verticală

900 N
The force of pressure with the foot

Figure 8.5 Optimal working zones

The aim is to avoid lateral inclinations, the arms should not be held.
suspend, the work plan is to be at a distance related to the view, the chairs should have
corresponding, functional dimensions.
 Service reengineering

Practical experience has allowed for the formulation of the principles of the economy of movements:
a. the movements of the hands and arms should be simultaneous, both hands should
start working at the same time, so they do not remain inactive simultaneously,
the movements are symmetrical;
b. the energy consumption should be minimal, requiring as little from the muscles as possible,
continuous movements are preferred over interrupted ones;
use ballistic movements instead of controlled ones;
d. it is necessary to have a rhythm for carrying out the work;
The instruments and materials must have a stable place.
almost in front of the operator;
f. the waste evacuation should use inclined plane systems for
the use of gravity;
g. the position during work must be comfortable;
more tools to be grouped into one
i. the hands should be relieved of work that can be performed by the foot;
The size of the control organs should be chosen so as to allow
their maneuvering without changing the position of the executor;
The position of the spine must be straight.
The effort that can be exerted depends on time and distance (figure 8.6).

Table Time
(kg) (kg)

75

50

t 25
(min) distance (m)

0.5 1 1.5

Static effort curve The curve of lifted weight

Figure 8.6 The effort curves

Work regime

Human activity, regardless of its nature, involves a consumption of

energy (for basal metabolism, for digestion, for activities
extraprofessional and for metabolism during activity). The rational regime
work includes establishing the optimal time for tasks at the moment of implementation
Servitude

breaks (the breaks are set according to nervous concentration). Between the hours
From 12-14, a lower work capacity was observed (figure 8.7).
Productivity Productivity

days ore
Monday Wednesday Saturday 1 4 5 7.5

Figure 8.7 Productivity evolution

At shift work, there are difficulties in adapting from day work to

the nighttime sleep, and during the nighttime there is an additional fatigue. Although a person
adapts to difficult physical and psychological conditions, over time, these conditions determine
the increase in the number of work errors and the decrease in productivity.

Ambient factors

Temperature - achieving the appropriate microclimate involves

the maintenance of thermal balance between the body and the environment. The higher they are
the temperature values, the lower the humidity of the air must be. In the absence of
Comfort errors occur. The optimal temperature is 20 degrees Celsius. Above 30 degrees.
Celsius decreases productivity by 40%, below 10 degrees dexterity decreases (figure 8.8).
Productivity

100

50

temperature
18 20 30 35
Figure 8.9 The influence of temperature
 Service reengineering

Poor lighting is the cause of 20% of accidents.

of work; 20-90% of the total information perceived that reaches the brain is
visual nature; 80% of activities take place under the control of sight, which is why it is
necessary optimal quality of light. Lighting influences productivity but also
oboseala (figure 8.9).

productivity

fatigue

lucşi
100 1000 2000

Figure 8.9 The influence of lighting

The level of illumination is determined by the specifics of the workplace. For

to avoid glare, several lamps with lower intensity can be used, another
their position, so that the reflection does not reach the eyes or surfaces are used
mate care reflectă lumina difuz.
Fluorescent lighting leads to eye fatigue, especially during the period
following the introduction of this lighting system, as then a
adaptation. The fluorescent light changes shades.
The use of natural light is beneficial if protection against is ensured
the heat of the sun. The distance between two buildings must be double the height.
the nearest building. Shadows can be avoided by rationally directing the light.
Colorful - can reduce the percentage of mistakes. The functional role of color.
is manifested through its use in coloring the walls, the ceiling, the floor, the
equipment, furniture. The colors are warm or cool, stimulating, irritating or
calming, light or heavy. Some colors cause changes of a physiological nature
red - influences the rhythm of breathing and blood pressure, yellow - metabolism,
orange - digestion, green - lowers blood pressure). In enterprises, they are used
and identification and signaling colors (defined by ISO): red - immediate danger;
galben – precauţie; verde – siguranţă.
Color influences productivity, fatigue, and lighting. An experience
it has shown that painting some gray walls in a brighter color has led to
increased productivity by 20% without additional effort from the operators.
the absences have significantly decreased. The adult is eager for sweet nuances,
discrete. For example, when the walls were painted in brighter colors, it was found
a massive increase in cases of fatigue.
Servitude

Noise also affects productivity, but it has hygienic aspects.

Technical. Noise control measures are taken during the design phase of
The service. Noises are countered starting from the source (improving balance)
equipment, replacement of noisy materials, use of casings for
the equipment used in services) (figure 8.10).

dB

1 - without the case

2 - with a case

Figure 8.10 The influence of the body on noise

Collective protection is done with soundproof panels that absorb noise.

noises. Individual protection is done through hearing protection headphones. The noise has a
stressful action. It leads to irreversible changes in hearing and weakening.
the gaze of the horizon. Unpredictable sounds affect to a greater extent than
predictable events. Noise particularly affects intellectual work, but the waves
Sound influences the precision of some operations.
Functional music has a psychological action (relaxation) and physiological action.
(influences the rhythm of blood circulation). But music can distract attention. The rhythm
it must coincide with that of work and take into account age, sex, culture, profession.
Short-term and discontinuous broadcasts are required (1-2 hours within an 8-hour work period)
that transmit music without words.

8.3 Productivity of services

Human activity in the organization aims to provide services, and

managers direct people's activities not only for the purpose of achieving
services, but also on obtaining them under high efficiency conditions.
Productivity is the efficiency with which human labor is spent and
generally determines with the relation:
Q
W=
T
where
Q - the amount of services obtained;
T - the expense of work put in.
 Service reengineering

Productivity expresses the degree of development of productive forces. It

this is a reflection of the quality of work done. Productivity is measured at the individual level,
at the organizational level and at the societal level.
Individual productivity varies from person to person, due to the degree
of different qualification, due to different endowments with instruments and equipment
for the provision of the service. Productivity is expressed in natural units (clients
services/year). For comparisons, productivity can be expressed in monetary units,
which can introduce a distortion itself.
The productivity of the organization is calculated based on the provider. Productivity
the organization's success depends on the overall efforts required to deliver services
the value of services provided and T is
the number of employees used.
The changes taking place today in services are causing specialists to
review the classical theories regarding productivity. Approaching systematically
productivity, it becomes a function obtained through the coherent coordination of efforts
all the factors used in services (human, material, financial) in order to
maximizing results.
Peter Drucker states that the elements that determine efforts are of nature
energy, existing:
¾ technical energy (mechanical, electrical, thermal) - provided by the machinery and
the incidents in which the service is provided;
¾ human energy (intellectual and physical) provided by employed operators in
the serving process;
¾ managerial energy, which coordinates the two previous elements.
The progress of an economy is primarily measured by the progress of energy.
managerial and intellectual investment in the economy, productivity becoming a
complex concept capable of correctly integrating all the efforts made by people in
the serving process and to express the meaning and final value of these efforts in
based on the actual results obtained.
The social productivity of services is expressed at the level of the economy.
national. In this case, Q is the national income obtained from services, while T is
the employed population in services.
Productivity, like efficiency, represents the ratio of effect to effort. But they are also
differences [1]. Efficiency has a wider scope, while productivity
it is calculated using only quantitative data. Efficiency is calculated in all
fields of activity, including in education, health, culture, administration
Stat. Efficiency characterizes the set of effects (economic, social, cultural,
political, ecological), while productivity only targets economic results.
Productivity is closely related to quality. Today it depends not only on
of the increase in the quantity of services provided per hour of enterprise, but of the increase
quantity of services that satisfies the beneficiary. Otherwise, there is an increase in
capacity to serve without a decrease in productivity.
The increase in service productivity is one of the widely discussed managerial ideas.
spread. This increases the value obtained in the unit of time
The service

and it reduces the consumption of labor force (or work tasks can increase
let the hired staff grow.
Productivity depends on a system of factors: natural, human, technical,
economic, organizational, political, psychological.
The main ways to increase productivity are:
• promotion of scientific and technical progress;
• increasing the qualification level of the workforce;
• the improvement of the service process organization;
• material incentive.
A study conducted in the USA shows that the sources of productivity growth are:
the innovation of processes (44%);
work organization (12%);
professional development (28%);
the increase in demand for services (16%).

The path to promoting technical progress is represented by

automation of service processes, robotization of certain activities, utilization
of the calculator in the process of serving and in the leadership of the organization.
A powerful influence on productivity is the increase in the level of
qualification of the individuals providing the service.
The volume of services is determined by the amount of work put in
the serving process. But the workforce available to the company at a given moment
this date is limited, so the only way to increase the value of the services is through growth
labor productivity.
Highly skilled work uses and maintains tools better.
the equipment reduces the execution time of operations, improves quality
products. The improvement of qualifications allows the worker to transition from one activity to
high, in relation to market needs.
A distinct factor in technical progress is organization.
processes and work. It represents a particularly effective way for growth.
labor productivity focuses on the proper use of personnel
regardless of the specific field in which they work, improving organization in each
units at the scale of the entire society, increasing the degree of specialization of operators
and expanding cooperation between enterprises, raising the level of use of
fixed capital and working time, improving technical supply
material.
To increase productivity, a close correlation must be ensured between
the capacity of the machinery and the work standards, taking concrete measures for
achieving the technical, qualitative, and economic parameters provided in the documentation
techniques.
Comparing international productivity in the service sector
it is a useful but difficult action because there is no universally accepted definition of
There is no uniform calculation methodology.
 Service Reengineering

Many difficulties in assessing productivity arise from the fact that

services are not standardized [11]. In services such as transportation or
telecommunications provision can be expressed through data (distance traveled, quantities)
transport, number of calls, categories of calls). But in health services
the number of patients treated is not a relevant indicator because treatments require
different quantities of work. Similarly for a bank, resolving some files with requests
The credit requires different resolution times.
The exclusive use of a value assessment for services is in turn
issue, due to the influence that service quality has in establishing
prices.
For services based on physical work, it has been noted that
productivity shows slow growth, as technology is evolving slowly.
Similarly for services in the advanced tertiary sector. Productivity seems to be increasing.
very quickly based on computerization. In finance, insurance, real estate transactions,
productivity in relation to the customer has increased, but the productivity of the organizations has
remained relatively constant (unused equipment, low specialization)
operators, equipping efforts). This phenomenon is called "the paradox of
productivity
In all services based on intellectual labor, even if the service time...
In relation to the client, there is a drop, there is a preparation activity that cannot be shortened.
The professor must prepare the course, the lawyer must study the case file, the consultant
to study the problem, the doctor to interpret the consultation results.
Another problem in analyzing service productivity consists of determining
the effects that some services have over time. Education has long-term effects.
short (the acquisition of certain concepts), in the medium term (professional integration) and on
long-term effects (effects on production). Medical services have short-term effects.
(recăpătarea sănătăţii), pe termen mediu (păstrarea sănătăţii), pe termen lung
(health expenses).
For these reasons, the effects of a service are expressed through productivity, but
and through efficiency, effectiveness, and economy.
Also, the heterogeneity of services means that some indicators such as
The revenues for the provider should not be significant as they do not express the possibility of
choice offered to customers, service facility (operating schedule) and some aspects
qualitative (the friendliness of the sellers). Productivity in some services has increased through
the creation of large self-service stores, with a small variety of products offered
and low prices, but for certain clients these services are not satisfactory. From
this reason must review those activities that can be industrialized, but also to
introduce activities that increase the clarity of services (providing advice, offering
some solutions, reducing uncertainties). For this reason, specialists (Fourastié)
appreciates that the service system has low productivity. Anyway, the knowledge
productivity is considered the key aspect of service performance [9].
Productivity must be integrated into the concept of value, as it
Only the process that generates customer satisfaction is called productive. It is evident.
Many of the typical operations of the service create value for the client, not so much.
The Servitude

through standardized behaviors and without direct contact with the outside (essential
for individual-type productivity), as well as through ad-hoc behaviors in which
what matters is the ability to respond to various and unpredictable requests
to the client, by managing an effective interpersonal relationship. For example, if
the productivity of a driver belonging to a transport company can be calculated
Based on Taylorist criteria, the method is difficult to apply to a hotel porter.
The tasks he has are characterized by diversity and unpredictability:
tourist information, sending a technician to repair the television from
room, receiving groups of tourists arriving early, sports discussions with
clients etc. Productivity does not consist of maximizing a single type of output, but in
the positive response to a large number of requirements formulated by the client. For this reason,
the logical elements accompanying this way of must be analyzed more deeply
conceives productivity.
Value creation is achieved by aligning customer satisfaction with reduction.
of costs. The analysis of the reasons that determine customer satisfaction has led to a blurring
service quality in various indicators, among which are included those that express
the use of time, such as promptness in delivery, the ability to respond
rapid problems of clients etc. But, in order to provide quality services in
the component operations, it is essential that the service cycle (to use
ISO 9004 terminology / 2) to function quickly, punctually. This means
the connection between the front office and back office must be fluid, just like the ties
from the internal compartments. To achieve this, management is necessary.
the processes and the relative unit between the client and the internal supplier. Quality
the service received by the external customer depends on the internal quality of the organization.
This leads to the emergence of a "hidden factory" (as Hall called it in 1983) that
consume resources to ensure the operation of the organization. For example, the time of
preparation and provision of long services (execution of a project, repair of a
reprocessing (modifying certain documents) refers to activities that
can operate efficiently, sometimes if managed internally, other times externally
organization (market research, food service).
This leads to some conclusions. First of all, the value of the service does not
it can be determined if a quantitative and qualitative analysis is not done and if not
it considers an integration between productivity and quality. Thus, achieving
Quality means delivering high-level performances even for factors
as punctuality and the price of the service. To do this, it is essential
the global process that connects front-office to back-office (or the service cycle
care starts from the client's request to satisfaction) to take place in a
linear rapid mode. The best solution refers to increasing efficiency and
the elimination or reduction of training activities or reprocessing, that is
structuring services according to the criteria of smooth production. Achieving this objective
it leads to the reduction of the resources involved (i.e. service inputs) and the increase
productivity.
 Service reengineering

Secondly, an efficient service organization, because it is

aware of the perishability of what it offers, tries to meet all demands
possible to clients, in two ways, which are called depth and extension.
Deep satisfaction concerns the maximum exploitation of capacity
serving the service (for example, thinking less about the ratio of seats
goal/places occupied in an airline flight). But this should not affect the level
of quality (for example, by canceling some flights to achieve the load
complete, a thing that affects the punctuality of the service.
Satisfaction in expansion is achieved in two stages. The first is of type
operationally defines the ability of an operator to provide responses to requirements
to clients, minimizing the ratio between hours worked and services provided. The second
This stage refers to the productivity of the organization as a whole. This productivity
it is more complicated to determine and it may result after a strategic analysis
the expectations and opinions of customers, the overall capacity of the enterprise and
the socio-economic scenario that is being operated with.
Based on such analyses, it is established using an analytical methodology and
creative opportunity to bring to life new services or peripheral services. Of
new job positions may appear here, an internal evaluation, distribution and training
of operators. By covering capacity, the output from the system or organization increases.
and this favors productivity.
Thirdly, the concept of productive action is taking shape,
according to a quantitative aspect, it extends to encompass efficiency (understood as
the degree of adherence of an operational process to a technical standard and the perceived quality
from the client (meaning satisfying those factors that determine whether the provided services
are considered to be truly productive and value-creating). Expanding the field
analysis desires to define the productivity of the organization and not of a single service,
it is necessary to reach the analysis of unmet needs and expectations of the organization
as an entity.
Finally, by integrating productivity with quality, the service manifests itself.
a process of continuous search and improvement, not by repeating certain operations in
mechanical mod, as much through the orientation towards organizational learning and analysis
continue practices that produce useful knowledge.
Thus, the productivity of the service is defined as a concept composed of three
integrated elements among themselves: the quantity of performances, the efficiency of the entire cycle of
the quality perceived by the client. Productivity is defined both at the level of
individual, at the service level, but also at the organizational level. Improvement
productivity is achieved by identifying intervention areas (table 8.4).
Covering the capacity of an individual service and the organization in
The framework is a decisive theme for service management. For this reason, it
imposes the existence of a competitive strategy focused on low costs or a
differentiation-oriented strategies.
The service

Improvement of productivity
Table 8.4
Objectives Intervention zone
Optimization of the input/output ratio • Strategy
♦ structure
♦ the dimension of resources
Reduction of incoming funds • Back-office management
work time
reduce interruptions
Increase of exits • Front-office management
saturate deeply
industrialization
saturate in extension
empowerment
Verification of the input/output report • Productivity control
9operator
9service
9organization

The impossibility of storing the service and activities makes it so

considerate losses some performances that were not fully utilized. This
It can happen to a supermarket whose parking is insufficient for everyone.
potential clients, but to a restaurant exclusively with half of the tables empty.
It follows that it is necessary to size the structure and resources based on a
clear strategic choices according to the segment or segments of services
identify the groups of customers interested in purchasing a certain service after
own expectations. Therefore, to provide an efficient service, it is not important
not only market segmentation based on the number of potential customers, but also based on
the type of expectations regarding the provision of the service. This leads to
the acquisition of premises, equipment, and suitable personnel for a group of
very valuable potential clients. For example, for accommodation (hotel), the expectations can be
for a holiday club, cheap hotel, holiday village, the 'bed and breakfast' system.
An example of productivity is provided by Shouldice Hospital near
Toronto. He specializes in treating hernias. The treatment requires periods.
short. Thus, the Shouldice hospital was able to size itself according to activities: anesthesia,
physiotherapy, surgery, purchases, recreational services, nutrition.
The reduction of inputs can be achieved through back-office management that leads to
creating an organizational value, meaning efficiency during work and reduction
reprocessing. The increase in outputs is achieved by managing the front office through saturation
in depth and in breadth.
The key to achieving productivity lies not only in flow management.
operational. The flow of customers and their requests must be recorded even on an hourly basis.
Thus, the daily and monthly flow will be known, allowing for the sizing of the required amount.
personnel carry out the procurement of raw materials. Within the company, supplies are received
proposals from the entire staff.
 Service reengineering

Another issue in the productivity of services is their personalization.

In this case, the role of the staff is crucial. They must be given competence.
and decision-making power (thus empowerment). It must be somewhat linked to constraints.
procedures to flexibly anticipate customer requirements. Thus, the customer
starts to become loyal. An example is provided by the company SAS in the '80s, where
the meeting with the client became the central moment of the service, and the staff has
was encouraged to act autonomously. The fundamental concept applied was
the total satisfaction of the client. For this reason, it was requested that the service providers be in
listening to the client.
For measuring productivity, seven types were proposed.
instruments:
ª calculation of the service cost;
ª learning curve
ª techniques for problem solving;
ª time-based indicators;
ª time of completion;
ª reporting indices;
ª stair classifications.

Another measure can be the determination of the 'value added by an employee'.

The measurement schema of a service is represented in table 8.5.

Measuring the service

Table 8.5
Domain
Indicators
Front office Back-office
Quality Imagine
Accessibility
Response capacity
Courtesy
Promptitude
Equipment
Productivity Working time
Interruptions

Making a comparison, it is noted that in some areas productivity

services in the USA are double compared to Japan or Germany, and overall,
double compared to England and Italy (figure 8.11). A careful analysis shows that productivity
In the USA, it is not due to a larger market, nor to exceptional quality, nor to training.
staff, but better organization.
The evaluation of service productivity is necessary for the purpose of designing or
pricing of the service, but also for defining the strategy followed. Productivity
increased allows for lower prices to be practiced. No enterprise has
to guarantee a monopoly over its customers. The post office seemed to have such a thing
monopoly, but DHL and the electronic mail have reduced their power.
The Servitude

USA 100
Germany 68
England 54
Italy 49

Figure 8.11 Service Productivity

The increase in productivity depends on customer involvement. The customer is

the necessary connection between managerial philosophy and the service process (figure 8.12).

System
of driving
managerial philosophy

Client

The led system

(the process)

Figure 8.12 Customer Orientation

The client often intervenes in the service activity. Before trying to

to increase productivity, the relationship between the client and must be better understood
providers. Also, the belief that craftsmanship is fundamental in services is a
obstacle in increasing productivity because there is no longer an attempt to replace it
providers through equipment. It is important to see if clients are waiting or
if they wish to do some activities themselves. Thus, they can be used as service providers
customers, but without being paid (self-service stores).
R. Chase [15] proposed the following equation for determining efficiency.
potentials of a system:

⎡ time of contact with the client⎤

ε = f⋅ 1⎢ − ⎥
⎣ service time ⎦
 Reengineering of services

It is observed that efficiency decreases as the relationship with the client increases. Growth
productivity is also reflected in the reduced use of resources (figure 8.13).

Elements
Industrialization
Services material
Automation Elements
without participation
Equipment corresponding to materials
customers
Elements Motivate
humane Organize Human elements
Work methods
Participation Changing habits Client participation
client Changing techniques
Services
with the participation Relations Mass serving Customer relations
with the client Standardization
clients
Optimization

Figure 8.13 Sources for increasing productivity

The growth rate of productivity is higher if more are used

many types of improvements (figure 8.14). For example, initially the phones were landline,
but in an apartment there could only be 1-2 appliances. Then, in the 70s, they started
to have charging ports to change defective phones faster. In a
The apartment could have five outlets at the same price, but forcing the client to come with
the defective device at the phone company (previously a representative used to come to it
The installation fees were higher, but the service fees were lower. The workshops
repairs have started to work on industrial principles.

1 1 Equipment
Industrialization 2
services techniques
3
2 2
The figures have the following
meanings:
1 1 – low productivity;
2 - average productivity;
Face behavior 3 - high productivity.
of the consumer

Figure 8.14 Productivity levels

The service

Productivity can also increase by delegating smaller tasks.

importance. Thus, service providers can focus on the main issues and on new
clients. Without delegation, productive time is wasted (this is how lawyers operate,
the consultants or masters from auto repair shops). But sometimes even
participation in simple activities can be a key factor for success
a marketing manager in the preparation of advertising.
Changing the range of services offered can be a means for
increasing productivity. Adding services can lead to changes
fixed costs (for example, universities have started to establish departments
for lifelong education). The elimination of certain services whose marginal contribution
this small can lead to greater efficiency. This removal can be made
burn only in a few branches, if they are close (for example, some
Goods can be taken out of several stores of the company and introduced only in one.
alone, this becoming specialized). Productivity can also be achieved through a
economies of scale. But the experience of airline, rail, and road transport companies
the rule does not always apply and what is more important is the density
of the service (if the population density is lower, it must first be modified)
prices).
The productivity of services depends on three elements (table 8.6) which are
influenced by three strategies.

The sources of productivity

Table 8.6
Elements
Costul intrărilor Eficienţa resurselor Utilizarea resurselor
Strategies
Volume Quality Instruct Flexibility
Specialization Specialization
Variety Reduced volume Instruct Management time
Crowd General technology of variety
of competences Change
Variation Overtime Service rhythm Capacity
Superficial Service Standards smaller
Predictability than the request

Particular aspects present the productivity of intellectual work.

The possibilities for improving quality in this case consist of increasing quality.
the use of office equipment, staff training, communication, the taxation system. At
Some authors also add five more elements to increase productivity.
[15].
1. focusing - it is analyzed whether the activities are oriented towards
eficacitate;
2. organization - it is analyzed whether the structure is adapted and oriented
service;
3. the process – it is analyzed whether the activities are carried out efficiently;
 Service reengineering

4. motivation - it is analyzed whether the staff is willing to act more

fine
5. the influence of the manager - it is analyzed whether he fulfills his duties correctly
the role.
Measuring productivity is however difficult in the services sector due to
their intangibility. Many intellectuals oppose measuring the efficiency of their work,
believing that they have more to lose by this than to gain.
The systems proposed so far for measuring labor productivity
the intellectuals have failed because:
 There has been too much emphasis on measurements (the number of documents written);
 There has been too little emphasis on the behavior of the one who performs.
activity and more on the result;
 measuring the result has little importance for the organization.
The quantity achieved is not more important than the quality or
value
 the measurement systems are too complicated and hence result in
difficult to use (generates too much information)
 introduce very subjective measurements.
A measuring system should rely more on value.
the service provided. The excessive emphasis on productivity, understood only quantitatively,
are repercussions contrary to the established objectives for services. For growth
productivity, for example, some receptionists interrupt the phone conversation with
clients if they exceed the average they have set, bus drivers no longer
They stop at stations, the teachers refuse to meet with the students when this reduces
their research time.
The designers of productivity measurement methods must take into account
the consequences that arise. For these reasons, intellectual work has been classified into
five categories:
1. we work mechanically (for example, checking the accuracy of the data);
support work (organizing activities);
3. work, current activity (preparation of tax declarations);
4. short-term projects (preparation of a report);
5. long-term projects.

Some activities may cover several of the categories mentioned earlier.

For example, the number of lines written by a programmer can be taken into consideration.
the difficulty of the program, the effective use of the computer. In general, it appears
the dilemma of whether a quick and cheap reaction is needed or a slower reaction, but which
it works efficiently. If you have to choose only between these options, then it will be
analyze the most suitable path.
For example, work norms have been established for physical therapy using
industrial engineering techniques, such as statistical studies, ordering techniques
short term employees were asked to note their working hours over a period of
2-3 weeks. In the field of scientific research, for increasing productivity,
The service

a bonus system was implemented to reward teamwork and ideas

employees. This method actually shows a course of action.
Measuring productivity is a signal that the organization
transmits to its staff. However, clients cannot understand what is important for
the organization that provides services. Productivity is a result among others, but
The resources used influence the results. Many organizations have had problems.
when they insisted too much on productivity. High productivity that does not hold
customer retention is not the best way to achieve profit. For some services
Productivity can be measured by customer satisfaction.
It is noteworthy that developed countries offer on the international market,
predominant mode, labor-intensive intellectual services, whose development has
important capital investments and the use of high-skilled labor
qualified. In the context of the current technical and scientific progress, these services are still
more sophisticated, their use presupposing the provision of related services:
technical assistance, database management using computers
electronics, consulting, training of specialists, etc. As a result, the price of these
services are high and show a growing trend due to increasing specialization
pronouncements of the offer and the monopoly exercised by the bidder.
On the contrary, developing countries offer on the international market,
prioritize, labor-intensive high or medium skilled services. Competition
exercised on the international market of similar services, but of superior quality
developed countries, as well as the lack of experience in organizing activities
competitive and efficient make the prices of these services relatively low.
The possibility of improving productivity depends on participation.
the client and the necessary contact for the service (figure 8.15). Productivity can be
grow where the contact is strong. Clients learn their role through observation and through
learning. Maximum efficiency is achieved at the confluence of client participation with
automation and providing the necessary information (figure 8.16).

The possibility of growth

productivity
1 weak
4 4
5
2

3 3 4 3

4
1 1 2
5 raised
raised weak
Client participation

Figure 8.15 Improving productivity

 Service reengineering

Client

Information Automation

Figure 8.16 Maximum efficiency of productivity

Through the internationalization of services, the socialization of clients, standardization

new aspects emerge in behavior. Lines are hardly accepted for some services,
to others, even in industrialized countries, they are accepted and well organized
(plan)
Client formation requires a price. It is mainly paid by companies.
innovative (the banks that first introduced the automatic teller had expenses with
client training, which did not happen with those that were introduced later
this service).
Customers participate in the service if they find advantages: lower prices, quality
better, faster service, better control, greater satisfaction.
The organization must insist on showing clients the advantages they have and not
the efficiency she achieves.
Sometimes clients want to extend their participation in the service (after
They want to stay on the chairs after the repairs and talk more.
the craftsman, after the concert there will be bis), a thing that sometimes annoys. In this case, it is necessary
A solution must be found, otherwise the client will become dissatisfied.
The client's participation in the service can be physical, intellectual, or emotional.
He can contribute to the provision of the service, to its quality or to its control.
According to the contractor-client contract, two types are distinguished
servicii:
• S.C.I. – high-contact services (for example, an eye exam);
• S.C.S. – weak contact services (issuing a certificate).

The contact module (strong or weak) causes to modify the means of achievement of
success (effectiveness is required for the first case and efficiency for the second case).
Efficiency corresponds better to a rigid structure, while effectiveness corresponds to a structure
flexible. The contact system influences the placement, arrangement, control
quality, planning of labor. A pizzeria that serves on-site must find
a location accessible to customers. But one that makes home deliveries must
It should be positioned to allow access for delivery vehicles.
The Servitude

The S.C.I. employs staff based on the clientele it has, and

the S.C.S. depending on the system. For example, some non-profit organizations
(Red Cross) depends greatly on their volunteers. Generally, they seek positions.
for S.C.S. which requires little training.
The development of personnel depends on the necessary training, but also on the level.
client contact (figure 8.17).

High Improving CV Improving CV

and altruism

2 4
Instruct
necessary
3
1
Weak Education for
Personal search
altruism
slab high

Level of contact

Figure 8.17 Staff Development

Choosing a personnel development strategy involves in this case:

1. defining systems (as S.C.I. or S.C.S.) by observing activity
to clients and service providers;
2. verifying that the procedures align well with the structures;
3. identifying system elements to determine where it is possible
and the separation of customers from the process is desired;
4. reducing the number of unnecessary direct relationships with clients;
5. reviewing the characteristics of S.C.S. in the system to determine where
it is possible and desirable to separate clients from the process;
6. improving the quality of customer relationships;
7. using common techniques to improve efficiency in
S.C.I.
The client generally does what they are asked or what they are shown.
queue, for example). The organization gains advantages if: it increases its efficiency and
quality; improves its image; increases customer satisfaction and loyalty;
reduce costs; guide clients; ensures that in the future clients repeat the same
gestures; better understand the needs of the clients.
In general, in services the customer cannot be separated from the process because:
¾ Direct relationships are a characteristic of quality.
¾ sometimes quick exchanges of information with the client are necessary;
 Service reengineering

¾ It is difficult to hire supervisors;

¾ the tasks of the provider are defined very strictly by the participation
the client
¾ strong coordination of the different departments is necessary
organization
¾ the description of tasks depends on the client.

The separation of customer service can be done when:

" the presence of the client is not required or desired due to the activities
technological;
" different employees are needed to carry out the service;
" tasks can be separated between those who have relationships with clients and those who have
technical skills;
" the exchange of information with the client can be done by phone;
" the price of the service matters more than its presence or convenience.

Quality
labor

work acceptable satisfactory

without
produc-
tivity unsatisfactory acceptable
●
Prague Productivity
of productivity work

Figure 8.18 Types of productivity

It must be considered that when queues are formed, the time to

pleasant for the client. A pleasant atmosphere and information must be provided,
changing some service stages. Thus, we provide music for relaxation, magazines,
a suitable restaurant, and you are allowed to see how other clients are being served. Relations with
clients represent an opportunity to offer them additional services.
Productivity can be expressed through grades (figure 8.18) existing
unproductive work, unsatisfactory productivity, acceptable or satisfactory.
Servitude

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 Service reengineering

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