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 service staff to develop improvement activities and spend more time with customers. The way service organisations began to take excellence seriously was 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.

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Managing Service Quality
Erasmus University Rotterdam

Verboom, M. (Menno), van Iwaarden, J., & van der Wiele, T. (2004). A transparent role of information systems within business processes: A case study. Managing Service Quality, 14(6), 496–505. doi:10.1108/09604520410569838