1.

Service design process is the technique of research and analysis to understand users better and offer
them the best services in line with their needs. It also involves using observation and experience to
understand products and existing services better. Ultimately, it is a continual process in a firm that aims
to improve the existing products and create better, more useful customer services. Service design
requires close contact with customers, making the company's marketing team a significant part of the
process. However, the management carries out the implementation because it may involve changes in
various aspects of the company.

The Phases of Service Design :

This is an outline of how we approach Service Design at Supermarket. Service Design can cross over a
number of disciplines.

1. Clarify the problem and set the direction :

As part of the project kickoff, service designers interrogate the brief set by the client. Following an
inception workshop, we might facilitate a problem framing session to identify the intended outcomes of
the work (though not their expected solutions), alongside the recognized needs and problems that have
initiated the project. Problem framing results in a clear and careful articulation of the problem and the
measurable impact that will result from the project. Arriving at this statement together with the client
helps the project team align on a clear scope, and serves as a guide throughout the decision-making
stages of the design process.

2. Explore the service landscape and visualise insights :

Service designers work closely with user researchers to conduct research with users, stakeholders and
internal teams and synthesize insights. Throughout research we aim to understand the people,
processes, data and technologies that make up the service landscape and help the team to see the
“bigger picture”.

We also look outwards, considering social, environmental and economic factors, policy, technology
and behavioural trends and other existing data. This helps build a richer picture of the ecosystem that
the service will inhabit.

We take a system thinking approach in all that we do. This means viewing the service landscape as a
system of interconnected components (both ‘hard’ and ‘soft’) and considering relationships and
feedback loops between them. It also means we seek to understand system dynamics and how things
may change over time. In this way we think about problems in both the short and long term, considering
opportunities for change in both timeframes. This process highlights opportunities to improve service
experiences and helps us to communicate them to others.

3. Create a service strategy :

Service designers aim to preserve clarity in the scope throughout the process and evolve the problem
statement that was created at the beginning of the project. For example, early in a discovery it may not
be clear what the service can achieve, so the problem statement may be adjusted as decisions are made
and limitations become clearer. Service designers think about the strategy of the service, and how it will
meet both the user and the organization or business goals. We can help service teams to develop
business models and value proposition statements that are clear, measurable and demonstrate benefits
to both the end-user and organization.

4. Imagine new service experiences :

Service designers help the team transition from research insights to service concepts. We plan and
facilitate workshops and other design activities. There are a number of methods that we may use at this
stage, but all of them link concepts directly to value creation for both the user and the organization.

Co-design is the gold-standard method to use during this exploratory phase. We bring together
stakeholders, subject matter experts, designers and where possible end users to generate and discuss
design ideas.

5. Prototype the service :

Before any prototyping begins, service designers test the proposition with customers to understand if
it will offer value to the end-users/customers as well as the business. Service designers prototype and
test service elements that fall outside of a screen context, for example experiential prototypes of a
physical space. A service designer may support the creation of screens and user flows, or would ideally
support an interaction designer in doing this. We work to ensure that interaction designers, content
designers and developers have clear user stories to work from, and that these are grounded in research
insight. We also help define a prototyping strategy.

6. Tell the story and plan for implementation :

As we move from abstract to concrete, we craft artefacts that help others to envision the proposed
service. We blend visual storytelling (e.g. storyboarding), which develops empathy for the people using
and delivering the service, with technical diagrams (e.g. service blueprints), which serve as a detailed
guide towards the implementation of the experience.

Service design helps to build a narrative of the service. Reflecting on the initial problem statement, a
service designer can create a compelling presentation that explains how the problems identified at the
start of the project have the potential to be resolved through the proposed service, explaining the
rationale for the design decisions along the way.

Service designers consider factors that contribute to the service’s future success. We can create
guides to support its implementation, prepare training that staff may need in order to deliver the
service, and recommend organisational structures to ensure it will be properly managed in the future.

7. Beta, live and beyond :

Service designers like to be involved throughout the beta and live phases of a new service to help
ensure that performance is tracked and outcomes measured. We help service teams set up Key
Performance Indicators and the data streams required to track them. In a similar way we can also
support teams running existing services to identify and implement improvements.
2.

What does a design engineer do? Design engineers research opportunities for new products and create
prototypes. They design manufacturing processes and products with various criteria in mind, including
cost-effectiveness, user experience and environmental standards.

Responsibilities of Engineers in designing processes :

• Design new engineering products and processes

• Craft models and drawings of products using CAD
• Analyze prototype data and retest if needed
• Research new product ideas and methods
• Improve existing products and processes
• Ensure compliance with the industry’s safety standards
• Maintain accurate records
• Ensure products are user- and environment-friendly
• Write detailed reports
• Find creative design solutions to problems
• Present prototypes and designs to customers and project managers

The important components of service-providing operations are labor, service model and service
environment. Labor could be a skilled workforce or semi-skilled workforce that directly engages with
customers to provide services.

Effective Strategies To Improve Your Restaurant Service :

1. Train Employees For an Excellent Customer Service :

It is an undisputed fact that excellent customer service is a must for any restaurant and if your
restaurant fails to provide reliable customer service there might be a possibility that you will lose out on
valuable customers. It is the responsibility of the restaurant owner to train the staff members in a way
they should aim at making their customers happy. Make sure that each of your staff members
undergoes the required training and is aware of the expectations that your customers expect from your
restaurant’s service.

2. Encourage Effective Communication Between Staff Members :

The most important principle of any great restaurant service is that there should be consistent and
effective communication between all your staff members. The staff members should be trained to
communicate professionally. Regular staff meetings should happen so that all the staff members are on
the same page.

3. Ensure Accurate Wait Timings :

One of the significant turn-offs that lead to poor restaurant service is delays. Be it a delay in seating
customers, offering the menu, taking the order, bringing in the food or the bill; time lags can ruin the
customer experience. For excellent restaurant service, the wait timings should be accurate.
4. Deal With Customers Complaints and Concerns : ‘The Customer is always right’ is the well-known
proverb amongst all the people associated with the restaurants. Any issue or concern of any customer
should be taken care of on a priority basis. However, in the digitalized world, customers prefer to post
their complaints on social media platforms. But whenever customer posts their complaints online, the
management should be responsive enough and should reply with politeness and courtesy.

5. Use Technology For Better Restaurant Service :

The use of technology is increasing manifold in all industries alike, and in this digital age and with so
many new restaurants opening, the restaurant industry is getting competitive at each step. Automating
restaurant operations helps in improving its efficiency which in turn will enhance your restaurant
service.

6. Maintain Hygiene And Cleanliness In Your Restaurant :

Hygiene in restaurants is not just essential to ensure the health and safety of your employees and
customers, but also because it plays a significant role in the perception of your restaurant. The
customers can get highly disappointed if the plates in which they are served food are dirty. One of the
most prominent complaints diners have is of the dirty restrooms. It is essential for any restaurant to
follow the cleanliness and hygiene standards to ensure that your customer has an overall positive
impression of your restaurant.

7.Offer Diverse Payment Options:

When you give your customers limited options to pay, chances are they might take their business
elsewhere. Customers don’t want to have hassles with making payments. Plus, since the pandemic, they
would rather have little or no contact with bank notes, so they expect cashless transactions.

8.Appreciate and Reward Loyalty:

A study found that increasing customer loyalty by 5% can increase income by 25% to 95%. Because,
really, who doesn’t like loyalty programs and gift cards? Offering them discounts simply because they
are loyal gives them an incentive to keep returning for more.Any customer if they have chosen your
restaurant to dine has prior expectations of great food and excellent customer service and failing to
deliver both can cause your restaurant business to suffer tremendously. If your customer is happy and
satisfied with your restaurant service, they are likely to talk about their experience with others and are
also likely to return. The benefits of having happy customers are undeniable. Having happy customers
starts with having great customer service, and having great customer service starts with effective hiring
and training.

3.

A) A service delivery framework (SDF) is a set of principles, standards, policies and constraints to be used
to guide the designs, development, deployment, operation and retirement of services delivered by a
service provider with a view to offering a consistent service experience to a specific user community in a
specific business context. An SDF is the context in which a service provider's capabilities are arranged
into services.
The term service delivery framework (SDF) has been used interchangeably with the term service delivery
platform (SDP), which is a set of technology components that provide capabilities. An SDF governs and
guides the use of SDP capabilities.

Components of the Service Automation Framework :

The Service Automation Framework consists of six main capabilities that can be subdivided into a a focus
on ‘design’ (the first three block) and a focus on the ‘delivery’ (the last three capabilities) of automated
services:

• The User. The first capability defines the key characteristics of the groups of people a service
provider aims to serve.
• Service Design. The business function that designs and defines the service offering of a service
provider. It is the concretisation of the service concepts into an actual design, including the
relevant support structures and digital interfaces;
• Technology. The building block that defines the setup and usability of the digital interfaces,
connecting service providers with their users. This capability focus on the design of self service-
technology and interfaces;
• Automated Deployment. The processes that enable a user to start using a service based on his
or her own action. Automated deployment processes are used to onboard new uses, and are
crucial for determining the user experience;
• Service Delivery Automation. The service delivery automation processes enable user to change
or resolve any aspect of the service based on his or her own action. Service Delivery automation
deals with day-to-day aspects of service delivery;
• Serendipity Management. The processes that facilitate a planned and continuous approach in
order to constantly exceed the expectations of users.

The Service Automation Framework will give individuals and organizations deep insight into the theory
and methods of Service Automation, the concept by which you can automate services in any
organization. By applying the concepts of Service Automation, companies will see both employee and
customer satisfaction levels rise. The Service Automation Framework provides the design elements and
processes to systematically optimize user experience by delivering automated services.

The Service Automation Framework is the first comprehensive and practical approach that provides a
comprehensive model, as well a practical techniques to enable the design and delivery of automated
services. The framework builds on existing best practices in design thinking and service management,
with the core objective to deliver automated services.

B) Challenges faced by the Service Managers who manage these service operations

Challenge No. 1: Scheduling

Accurate scheduling won’t just ensure your field operations run efficiently, it will also result in higher
customer satisfaction ratings due to techs showing up on time and keeping visits brief. But when it
comes to the field service industry, there are many smaller challenges presented by scheduling alone.
You need to predict call time length, account for transit time, prevent double booking, make sure the
assigned tech has the necessary expertise, and much more.Unfortunately, field management scheduling
is easier said than done, which is why many field management offices use FSM software to automate
certain aspects of scheduling and help field workers coordinate with the back office. You can see your
workers’ locations, schedule and dispatch work orders, track hours and job progress, and monitor
incoming service requests with ease. Tracking your workforce while they are in the field also means you
can allocate work orders faster and manage task distribution on a daily basis. Each field service
management solution offers its own unique set of features to assist with scheduling techs. For instance,
the FSM software Jobber features a flexible and fast job scheduling interface, a drag-and-drop calendar
that is easy to navigate, and the ability to compare tech schedules directly, so you don’t accidentally
overschedule someone.

Challenge No. 2: First-Time Fix Rate

First-time fix rate refers to the percentage of issues that are resolved on the first technician visit. FTFR is
an important metric because repeat visits eat into profits, exhaust field service technicians, and frustrate
customers who just want their service to work properly.This has cascading effects on the entire
organization as well as the entire customer base.

Challenge No. 3: Safety and Liability

Providing customers with quality service, bolstering the company’s reputation, and leveraging resources
efficiently aren’t the only issues that field service organizations are facing. Depending on the type of call,
worker safety and liability can be a serious concern, especially if technicians are visiting hazardous
locations such as the top of a radio tower. The central office or dispatch needs to stay in constant
contact with their field workers and have a process in place for handling emergencies.

Challenge No. 4: Communication with Customers

Customer relationship management practices adopted by any organization have a huge

impact on the success of the business, and field service is no exception. Retaining customers and gaining
new ones requires clear communication, which is why keeping customers in the loop about their service
calls will have a positive impact on your customer experience ratings. If your truck is running late, if you
have to cancel, or if you have to order a part and come back on a different day, it helps to have a
mechanism in place, so the service provider can communicate that to the customer.

Challenge No. 5: Performance Management

Every company needs precise and clear data to compare their performance against goals and make
decisions that move the business forward, and this is especially true for field management
organizations. While manual methods, like spreadsheets, paper documents, and calculators, can provide
accurate analytics, they require a mountain of manual data entry and research and are prone to human
error