Service organisations still struggle with the adoption of a road to excellence. Evidence exists that processes and systems in service organisations are not always as advanced as in manufacturing organisations. Adding a quality smile to the face of the service provider will not solve the problems that are caused by defects in the underlying work processes and systems. Attention to the hardware in service organisations, i.e. to the service design, should instead create a more reliable process flow and time for the service staff to develop improvement activities and spend more time with customers. The way service organisations started to take excellence seriously is by making their processes transparent, eliminating undesired steps and deleting loops. In this paper the focus is on expanding this approach by adding information systems and information sources into a process map. This seems to be a promising approach for small and medium sized service organisations, without having to invest in expensive and rigid business process automation.

information systems, process mapping, quality management, service organisations
Firm Objectives, Organization, and Behavior (jel L2), Business Administration and Business Economics; Marketing; Accounting (jel M), Business Administration: General (jel M10), Personnel Management (jel M12), Marketing and Advertising: Other (jel M39)
hdl.handle.net/1765/1738
ERIM Report Series Research in Management
Erasmus Research Institute of Management

Verboom, M, van Iwaarden, J.D, & van der Wiele, A. (2004). A transparent role of information systems within business processes: A case study (No. ERS-2004-083-ORG). ERIM Report Series Research in Management. Retrieved from http://hdl.handle.net/1765/1738