Manufacturing sector. Features and models of organizing the production of services Industries of the production sector
♦ other services.
Table 1 - Types of services in different areas of application
|
Types of services |
Scope of application |
|
Manufacturing Services |
Engineering, leasing, maintenance (repair) of equipment, etc. |
|
Distribution services |
Trade, transport, communications |
|
Professional Services |
Banks, insurance companies, financial, consulting and other firms |
|
Consumer (mass services) |
Household and leisure services |
|
Public services |
Television, radio, education, culture |
Let us point out the use in interstate practice of a number of developed countries of a classification based on two interrelated criteria: the type of services and the scope of their application. In this case, typologically similar services are grouped in a certain way (Table 1).
In a number of countries, the classification of services is based on a sectoral approach and is associated with historically established business practices and issues of state regulation of the service sector. In this case, as in the North American model, based on a number of criteria, there is a list of types of service activities of the same order or similar in content. Each service is presented in one typological grouping. This list, as a rule, ends with the “other services” grouping, which includes services that are not included in any of the previous units. At the same time, the list of services remains incomplete and is open for further addition.
A similar scheme for classifying services operates in Russian business practice, where, on its basis, an all-Russian classifier of services to the population has been developed, and indicators of state statistics are also presented. In this case, the service sector includes the following areas of service activity, which represent its most important typological directions:
♦ trade (wholesale and retail);
♦ food and accommodation services (hotels, catering structures);
♦ transport;
♦ communication and information services;
♦ services for supply, procurement and storage of material and technical resources;
♦ credit, finance and insurance, real estate transactions;
♦ education, culture and art;
♦ science and scientific services;
♦ healthcare, including physical education and sports;
♦ household services (housing repairs, industrial and household services and utilities);
♦ personal services (non-production, household, etc.);
♦ public administration services;
♦ other services.
A comparison of the Russian and North American service classification models shows that the domestic model is more detailed regarding some types of services and reflects other types of services more poorly. In particular, it does not present market-commercial services, which in this case must be included in the “other services” group.
This uniqueness of it was reflected in the statistical collection “The Service Sector in Russia” (M., 2000). It contains data on all areas of service activities in the Russian economy indicated in the all-Russian classifier for 1998-1999. Along with this, the additional section “Indicators of the development of certain types of market services” presents detailed statistical data on new services that have not yet been identified in separate areas, but for the most part appear generally in the “other services” group. In this case, the collection contains information about:
♦ intermediary services in real estate transactions;
♦ services for assessing the value of property;
♦ information and computer services;
♦ activities of gambling establishments.
Different countries have similar groups of services, but developed in their own practice, which are specified and supplemented in different ways. For example, in some countries the list of such groups includes construction, gasification networks, energy systems, etc., while in other countries these infrastructure elements are classified in statistical reporting as non-service industries.
The most important functions of distribution logistics are:
in planning, organizing and managing transport and moving processes in the logistics system in the post-production period;
inventory management;
receiving orders for the supply of products and their efficient processing;
picking, packaging and performing a number of other logistics operations to prepare commodity flows for generation;
organizing rational shipment;
delivery management and control over the implementation of transport and movement operations in logistics chains;
planning, organizing and managing logistics services.
Distribution activities require significant costs (expenses) for their implementation. The bulk of these costs are associated with the implementation of key logistics operations: warehousing, processing, transportation, forwarding, preparing products for production consumption, collecting, storing, processing and issuing information about orders, inventories, deliveries, etc. These costs, in their economic content, partially coincide with the costs arising in the production process, but are largely caused by transportation and storage costs, costs of packaging and containers, as well as costs associated with the importation of goods and their shipment to consumers, and other components of distribution costs . Total logistics costs at the local level are determined (and planned) based on sales amounts, in value terms per unit mass of finished products intended for sale, or as a percentage of the cost of net products.
The fundamental difference between distribution logistics and traditional marketing and sales methods is:
in subordinating the process of managing material and information flows to the goals and objectives of marketing;
systemic relationship between the distribution process and production and procurement processes (in terms of material flow management);
systemic interconnection of all functions within the distribution itself.
8.2. Distribution logistics tasks
Distribution logistics covers the entire range of tasks for managing material flow in the “supplier-consumer” area, starting from the moment the implementation task is set and ending with the moment the delivered product leaves the supplier’s sphere of attention. At the same time, the main share is occupied by the tasks of managing material flows, which are solved in the process of promoting finished products to the consumer.
The solution to emerging problems of distribution logistics at each level is different.
In the process of solving distribution logistics problems, it is necessary to find answers to the following questions:
^ through which channel to bring the products to the consumer;
^ how to package products;
^ what route to send;
^ is a network of warehouses needed on the way from supplier to consumer;
^ what level of service to provide, etc.
Taking into account the specifics of the enterprise and the goals set, problems are solved at the micro and macro levels. Enterprise level Logistics solves the following problems:
planning the implementation process;
organizing the receipt and processing of orders;
organizing a network of warehouses;
choosing the type of packaging, deciding on packaging, organizing operations immediately preceding shipment;
organizing the shipment of products;
organizing delivery and transportation control;
organization of post-sales service.
At the macro level, the tasks of distribution logistics include:
selection of material flow distribution scheme;
determining the optimal number of distribution centers (warehouses) in the serviced area;
determining the optimal location of the distribution center (warehouse) in the serviced area.
To solve problems of optimizing distribution, it is necessary to ensure control over all parts of the cargo movement system. When choosing the optimal distribution scheme, you should take into account the entire chain of cargo passage to the final consumer: minimum delivery times, maximum level of service, maximum level of profit, minimum costs.
The main indicator of successful activity is the profit received, and the main areas of activity for increasing profits are activities related to:
with the creation of a unified transport and warehouse system (fast delivery to the consumer);
economic unification of production and sales;
development of optimal storage and replenishment schemes, etc.
To successfully run a business, an enterprise must resolve the following questions: to what extent the costs associated with reducing the time of goods distribution are compensated by an increase in revenue from increased sales volume; can the enterprise tolerate a decrease in the level of customer service while simultaneously increasing the volume of supplies; how expedient it is to store goods at the place of production or directly at the sales market, etc.
8.3. Functions of supplier distribution logistics and buyer purchasing logistics.
Let's consider the process of managing material flow in the area between two enterprises, one of which is a supplier of goods, and the other is a wholesale buyer. From the position of the first enterprise, material flow management should be carried out using the method of distribution logistics, and from the position of the second, the same flow is managed by purchasing logistics methods.
This contradiction is resolved in the sales contract, which specifies the point at which this flow is managed by the supplier and uses purchasing logistics methods.
The International Chamber of Commerce has developed a system of standard basic conditions for the delivery of goods - Incoterms, which determines this point. In Incoterms, basic terms are grouped into four distinct categories:
— the moment the risk of loss and damage passes from the seller to the buyer;
— the moment at which transportation costs are borne by the seller, and after that by the buyer.
Let's consider the basic terms of delivery.
First group E contains one term EXW - ex works. When this condition is included in the purchase and sale agreement, the seller bears minimal risks of losses and minimal transportation costs, since he provides the goods to the buyer on his own territory (factory warehouse) (Fig. 8.1).
Second group F includes the terms FCA (free carrierat - free carrier), FAS (free alongside - free along the side of the vessel), FOB (free op board - free on board). Under free carrier and free on board conditions, the seller pays all costs associated with the goods until loading is completed, and the buyer pays the underlying transportation. In this case, the term “free on board” is used for transportation by sea and river transport, and “free carrier” is used for delivery by any type of transport. If the term “free along side the ship” is used, the seller does not pay for loading. In this group of terms, the risk of loss and damage passes at the point of transfer of goods from the seller to the buyer (Fig. 8.2).
In this case, the terms CFR and CIF are used for transportation by sea and river transport, and the rest - for transportation by any type of transport.
Fourth group D includes the terms: DAF (delivered at frontier) - delivery to the border; DES (delivered ex ship) - delivery from a ship; DEQ (delivered ex quay) - delivery from the quay; DDP (delivered duty paid) - delivery with payment of duty; DDU (delivered duty unpaid) - delivery without payment of duty. The first term means that the transfer of risks and the distribution of costs between the seller and the buyer occurs at an agreed location (Fig. 8.4).
8.4. Logistics channels and distribution chains
The movement of material flows can be considered as movement that comes from various sources - the source of raw materials, production or distribution center. In all cases, the ultimate goal of the movement of material flow is to reach the consumer directly. At all stages of the movement of material flow within logistics, its production consumption occurs. Only at the final stage, which completes the logistics chain, does the material flow enter the sphere of non-productive consumption.
Manufacturing consumption- this is the current use of a social product for production needs as means and objects of labor.
Non-productive consumption- this is the current use of the social product for personal consumption and consumption of the population in institutions and non-production enterprises.
The supplier and consumer of the material flow in the general case represent two micrologistics systems connected by the so-called logistics channel, or otherwise - the distribution channel. Logistics channel- this is a partially ordered set of different intermediaries that carry out the transfer of material flow from a specific manufacturer to its consumers.
The set is partially ordered until the choice of specific participants in the process of promoting the material flow from supplier to consumer is made. After this, the logistics channel is transformed into a supply chain. Making a fundamental decision to sell products through an agency firm and, thus, refusing to work directly with the consumer serves as a choice of distribution channel.
The choice of a specific agency company, a specific carrier, a specific insurer, etc. - this is the choice of the supply chain. Logistics chain is a linearly ordered set
participants in the logistics process who carry out logistics operations to bring external material flow from one logistics system to another.
The supplier and consumer are connected by a distribution channel.
After specific participants in the product promotion process (from supplier to consumer) are selected from many different intermediaries, the distribution channel can be called a distribution chain.
Distribution channels have different structures. In a logistics system with direct links, distribution channels do not contain any wholesale intermediary firms. In flexible systems, such channels are present, and the ability to select a logistics distribution channel serves as a reserve for increasing the efficiency of logistics processes.
The product can go directly to the end consumer.
The initial cost of the goods in this case will be the lowest, since intermediaries will be excluded from the chain and the cost of the goods will increase only due to the costs of delivering the goods.
A wide range is formed by a wholesaler specializing in this area and located in the place where consumption is concentrated. This intermediary specializes in providing maximum service to the end consumer. The distribution channel through two wholesalers (at the place of production and at the place of consumption) will provide the greatest service to the consumer, but at the same time the cost of the product will be the highest. The most profitable distribution (for the consumer) is directly through the distribution center at the point of consumption.
8.5. Product distribution channels
Distribution channel- is a collection of organizations or individuals that assume or help transfer to other organizations and individuals the ownership of a specific product or service on the way from producer to consumer.
The use of distribution channels brings certain benefits to manufacturers:
reduction in the volume of work on distribution of products;
financial savings on product distribution;
selling products in more efficient ways;
ensuring wide availability of goods.
A distribution channel is the path along which goods move from the producer to the consumer. The selected channels directly affect the speed, time, efficiency of movement and safety of products during delivery. The distribution channel of goods can be characterized by the number of component levels.
The channel level is an intermediary who does the work of bringing the product and ownership of it closer to the end consumer. The length of the channel is determined by the number of intermediate levels between the producer and the consumer.
The distribution channels shown in Fig. 8.8, consist of an independent manufacturer and one or more independent intermediaries. Each channel participant represents a separate enterprise that tries to extract maximum profit. At the same time, none of the channel participants has complete or sufficient control over the activities of the other participants, i.e. all enterprises operate separately and are not organized into a system. Such distribution channels are called horizontal.
Experts also identify vertical distribution channels, consisting of a manufacturer and one or more intermediaries operating as a single system. One of the channel members, as a rule, is the owner of the remaining companies or provides them with certain privileges.
8.6. Distribution channel structure
Under channel structure the number of levels and the specific composition of channel participants is understood. When determining the composition of participants, it is necessary to determine the type of intermediaries.
Intermediaries can be classified according to a combination of two characteristics:
1) on whose behalf the intermediary works;
2) at whose expense the intermediary conducts its operations.
It is possible to distinguish five types of intermediaries.
1. Dealers are wholesale (less often retail) intermediaries who conduct transactions on their own behalf and at their own expense. The goods are purchased by them under a supply agreement, and the dealer becomes the owner of the product.
2. Distributors are wholesale and retail intermediaries acting on behalf of the manufacturer, but at their own expense. The manufacturer grants the distributor the right to sell its products in a certain territory for a certain period. The distributor does not own the products. According to the agreement, he only acquires the right to sell.
3. Commission agents are intermediaries who act on their own behalf and at the expense of the manufacturer. The manufacturer remains the owner of the product until it is transferred and paid for by the end consumer.
The supply agreement with the buyer is concluded on behalf of the commission agent. But at the same time, the risk of accidental damage to the goods lies with the manufacturer, to whom the commission agent is responsible.
4. Agents are intermediaries acting as a representative of another person (principal). For his services, the agent receives remuneration both according to tariffs and according to an agreement with the principal.
5. Brokers are intermediaries in concluding transactions, bringing together counterparties. Unlike agents, brokers do not have a contractual relationship with any of the parties to the transaction.
8.7. Construction of a distribution system
When constructing a logistics distribution system, the following sequence for selecting the optimal distribution option is used:
study of market conditions and determination of strategic goals of the distribution system;
determining the predicted amount of material flow passing through the distribution system;
drawing up a forecast of the required amount of reserves for the system as a whole and in individual sections of the material supply chain;
analysis of the transport network of the service region, drawing up a diagram of material flows within the distribution system;
study of various options for the movement of the distribution system;
assessment of logistics costs for each option;
implementation of one of the developed options selected for implementation.
In order to choose one from many options, it is necessary to establish a selection criterion, and then evaluate each of the options according to this criterion. Such a criterion, as a rule, is the minimum of the given costs, i.e. costs reduced to a single measurement. The value of the given costs is determined by the formula
For implementation, the version of the distribution system that ensures the minimum value of the reduced (annual) costs is adopted.
A necessary condition for the possibility of choosing a distribution channel, as well as optimizing the entire logistics process, is the presence of a large number of intermediaries on the market.
The use of intermediary services for many enterprises is a necessary condition for the successful promotion of goods. To solve the problem of what is more profitable in this case: to use the services of intermediaries or to go to the consumer independently, each enterprise must independently, i.e. all the pros and cons of a particular distribution system should be taken into account. The services of an intermediary are in demand if their cost is lower than the own costs of performing any work.
Formally, this relationship can be represented as follows:
Optimization of the distribution channel, and then the distribution chain, is possible only if there is a large number of enterprises on the product market that act as intermediaries.
When considering the concept of strategic cost management, there are three basic elements:
1) value chains;
2) strategic positioning;
3) cost-generating factors.
At the stage of considering the value chain, it is necessary to identify the main areas of distribution. The process of organizing management accounting focuses on the processes occurring within the enterprise: procurement, administrative expenses, material flow. The key point in the existing mechanism is to obtain maximum income by maximizing the difference between purchases and sales. An integrated logistics approach using value chains focuses on all participants in production and supply chains. From a strategic point of view, distribution chains and associated cost accounting allow us to identify five areas of interaction efficiency:
1) communication with suppliers;
2) communication with consumers;
3) unity of technological connections within one division;
4) connections between departments within the enterprise;
5) connections between enterprises operating in a single logistics network.
The second basic element of the logistics system is strategic positioning. The role of analysis and focus of cost management will depend on which path the enterprise chooses. This could be cost leadership or product differentiation. As a rule, this problem is deeply and comprehensively considered within the framework of strategic management. Let us only note that the chosen strategy will significantly influence the formation of a logistics cost accounting system and the configuration of the information system.
When considering the third element - the cost-generating factor - it must be divided into strategic structural and functional factors.
Strategic structural factors include:
scale of distribution - volumes of investment in various functional areas of the logistics system;
range - vertical and horizontal integration;
experience;
technologies used at each stage of the cost chain;
complexity - breadth of product range.
Functional factors include:
continuous improvement of processes and workforce;
integrated quality management (TQM);
optimal loading of capacities;
effective plant planning;
efficiency of the project or calculation;
Using relationships with suppliers or customers from a cost chain perspective.
The activation of each of these factors or their groups can have a significant impact on the magnitude and dynamics of costs. A special and priority role belongs to one of the noted functional factors - quality.
Quality, as a critical element of strategic cost management, should be viewed as an end-to-end function that spans the entire value chain from supplier to consumer.
8.8. The relationship between logistics and marketing
Marketing is a scientific direction that contributes to achieving the company's goals through the most complete satisfaction of customer needs, thus, marketing and distribution logistics are closely interrelated. Marketing was in demand due to difficulties encountered in the sale of goods in an earlier period than logistics, which complements and develops marketing by linking the consumer, transport and supplier into a single system. Marketing monitors and
determines the demand that has arisen, i.e. answers the questions: what product is needed, where, when, in what quantity and of what quality.
Logistics ensures the physical promotion of in-demand goods to the consumer.
In table 8.1 presents a comparative description of marketing and logistics.
1. Distinctive features of enterprises in the sphere of material production and services
2. Production process at a printing plant
3. Types of production
4. Norms of labor costs at printing enterprises
5. The concept of enterprise production capacity
6. Production program of the printing enterprise
7. Production capacity of the printing enterprise
Both industrial enterprises and service enterprises carry out the work process. This is what is common to enterprises in the material sphere of production and the service sector; this is what unites approaches to production management. But, if as a result of the work process carried out at an enterprise in the sphere of material production, a completely tangible, physically existing economic product is created, then when providing services in the service sector, no such product is created. Service is action. The service sector includes wholesale and retail trade enterprises; banks, insurance companies, that is, organizations in the financial services sector; enterprises providing personal services to the population, such as hairdressers, laundries, dry cleaners; healthcare organizations; educational institutions; transport agencies; government organizations, etc.
Management decision making in operational management, although insignificant, is still different from decision making in production management. For example, when solving the problems of locating enterprises in the material sphere of production, the costs of production and sales of products are minimized. While for service businesses, sales revenue is maximized. And although the economic result sought in the first and second cases is profit, the ways and approaches to achieving it are different.
Typically, a work process is classified as production or service in accordance with the answers to the following questions: What is the degree of contact between the organization and the consumer of the result of the work process? What is the nature and content of the labor process? How uniform is the production result? How difficult is it to evaluate labor productivity? What are the quality guarantees?
1) Enterprises in the material sphere are characterized by a certain gap in time and space between the process of production of a product and its consumption. So, for example, the products of an industrial enterprise will go to the goods market or to the warehouses of trading organizations, and only then to the direct consumer. That is, there is an intermediary, a kind of transmission link, between the manufacturer of the product and its direct consumer. Production may be geographically located far from the consumer. Due to the fact that there is a certain separation of production from consumption, the influence of the enterprise’s external environment on the operational management of production is minimized, and this ensures the stability of the enterprise’s production system and more effective production management in the production management system of an industrial enterprise. In addition, enterprises in the sphere of material production can create stocks of finished products, which are used to smooth out consumer demand.
The production process in the service sector implies a greater degree of contact with the direct consumer of the results of their labor than industrial production. Quite often, when implementing a work process in the service sector, the consumer participates in the process itself. For example, when visiting a hairdresser or a clinic, we already consume the service in the process of its production. Enterprises in the service sector are more susceptible to influence from the external environment. Most often (but not always), it is impossible to create inventories in enterprises in this sphere. The production systems of such enterprises must respond clearly. to changes in consumer demand.
Printing enterprises produce printed products - books, magazines, newspapers, advertising products, forms, etc. The economic product produced by printing enterprises is quite tangible, physically existing. Thus, the first, main condition for printing enterprises to belong to the sphere of material production is fulfilled. But the products of printing enterprises, with a few exceptions, are physically unique in their content. And this eliminates the possibility of creating stocks of finished products.
A specific feature of the functioning of enterprises in the printing industry is close interaction with customers (publishers). It is the customer who dictates the volume of products produced and the timing of their production. That is, there is a fairly strong influence of the external environment on the production system of the enterprise. In this case, production management becomes more complicated and the effect of using automated control systems to optimize the production process is virtually reduced to zero.
2) Industrial enterprises are characterized by repeatability of production processes and the presence of a large number of mechanized and automated jobs. The labor process is quite intense. While in service organizations that have direct contact with consumers, the labor process is more individualized and varied in content.
Printing enterprises, despite the fact that they produce products that are non-repetitive in content, are characterized by a fairly high degree of repeatability of production processes. Consequently, according to this point, the work process at a printing enterprise can be classified as production.
3) The uniformity of production processes in industrial enterprises leads to the uniformity of products. In the service sector, the final product is more variable and individual.
The uniformity of the products of printing enterprises is manifested in the repeatability of volumes, circulations, formats and colorfulness of publications.
4) In the sphere of material production, it is quite easy to assess labor productivity due to the high homogeneity of manufactured products. In the service sector, due to increased requirements for product quality, heterogeneity of consumer demand and the individual nature of labor, measuring labor productivity is quite problematic.
At a printing enterprise, certain difficulties are also observed when measuring labor productivity. But this is not due to the individual nature of work, as is the case in service sector enterprises, but to the characteristics of the products produced and the variety of parameters of publications in terms of color, printing complexity, formats and circulation.
5) It is much easier to guarantee quality in industrial production conditions than in the provision of services, when the consumer constantly intervenes in the work process. The separation of production from consumption in space and time creates certain time reserves for correcting defects. Ensuring a minimum of external influences on the production system of an industrial enterprise allows us to better work out the issues of ensuring quality management at the enterprise.
In the conditions of printing production, there is a real opportunity to control quality during the production process and promptly identify defective products, preventing them from reaching the customer.
Thus, for all five points indicated above, the work process at a printing enterprise is more consistent with production rather than service. Therefore, the term production management is more applicable to managing the workflow at a printing enterprise rather than operational management.
Since the provision of services is understood as the sphere of activity in which there is direct contact between the producer of a service and its consumer, then at a printing enterprise the work of sales managers can be classified as the sphere of provision of services.
In operations management, the concept of service provision involves two elements: 1) the product itself and 2) the method of transferring it and the attitude towards the client. In this sense, the term productive services can be applied to both the service sector and the manufacturing sector. With the right controls in place, a well-designed customer service concept can give a printing company a significant competitive advantage.
Table 3.1 shows the main differences between manufacturing enterprises and service organizations.
Table 3.1.
Key differences between manufacturing and service organizations
Untitled Document |
Characteristic Production |
company |
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Service organization |
Final product |
tangible |
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intangible |
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Kind of activity |
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The degree of consumer participation in the work process |
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Possibility of process mechanization |
performance measurement |
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no problem |
Possibility of correction of defects When manufacturing goods, performing work, or providing services, a work process is carried out. The result of the work process is a product that is put on the market to satisfy personal, collective or social needs, that is, work process is the purposeful activity of creating customer value. In the sphere of production of material goods, work processes are called production . Work processes related to the provision of services are called service processes. Objects of labor are objects of the work process, that is, everything towards which purposeful human activity is directed. The objects of labor at a printing enterprise include materials, raw materials, semi-finished products supplied through cooperation and those produced in-house, finished products, spare parts for equipment repair, etc. A specific object of labor in the control subsystem of the production management of an enterprise is information. Living labor is a conscious, energy-intensive, generally accepted expedient human activity that requires effort, the implementation of work The main product of printing production is the printed publication. The workflow for creating printed products is production. Manufacturing process in a printing enterprise is a set of interconnected labor and natural processes aimed at producing goods of a given quantity, quality and range within a specified time frame. The implementation of the labor process presupposes the presence of all three main elements of the work process, namely, objects and means of labor and human living labor itself. The difference between natural processes and labor processes lies in the absence of active influence of humans and means of labor on objects of labor. An example of a natural process in the printing industry is the process of acclimating paper when preparing it for the printing process, drying negatives and transparencies, etc. Based on the scope of work required to achieve the final result, they are distinguished full (cumulative) and partial production (work) processes. The overall workflow covers the full production cycle of a printing plant. It is aimed at obtaining a finished product of printing production. The production process consists of partial production processes, each of which covers a separate part of the production process according to one or another characteristic. Partial production processes are purposefully separated from the total work process in order to most effectively organize production management within the framework of spatially isolated work centers. In turn, partial production processes consist of operations. At printing enterprises, an operational organization of the production process has been adopted. An operation is a part of the production process performed by one worker or team at one workplace without reconfiguring equipment. The place where an operation, a partial production process, or an entire production process is performed is a work center. A work center is a virtual or physically existing structure, hierarchically, technically and organizationally isolated in space, designed to most effectively carry out partial or complete work processes and endowed with a set of necessary resources for this. The work center is endowed with space, equipment and personnel, that is, it is a material shell within which the work process is carried out. In fact, the work center is part of the managed production system of an enterprise at a certain level of hierarchy. In a printing enterprise, work centers can be distinguished at the following levels of hierarchy: the enterprise as a whole, a workshop, a section, a workplace. In this case, the workplace is the work center of the lower level of the hierarchy, the place where the operation is performed. Type of production- this is a set of organizational, technical and economic factors of production, determined by the breadth of the range of products, its repeatability, stability and volume of production. Nomenclature is a systematic list of product names manufactured in the production system of an enterprise. There are three main types of production: single, serial, mass. The main indicator characterizing the type of production is transaction consolidation ratio- . This indicator is defined as the ratio of the number of all types of operations performed in a given work center per month to the number of jobs in this center formula" src="http://hi-edu.ru/e-books/xbook446/files/f3. gif" border="0" align="absmiddle" alt="Where selection">Table 3.2. Types of production Key differences between manufacturing and service organizations
Single production provides for a single release of products of a wide and variable range and varied assortment. Single production includes the development of a large individual project and the production of products based on it in single copies. Some services also require the development of large-scale projects. For example, delivery of large-sized unique types of equipment to an exhibition. Enterprises of a single type of production most often carry out work on individual orders. The single type of production includes pilot and experimental production, the production of unique samples of equipment, tailoring clothes to order, etc. Mass production characterized by the production of a limited, constantly repeating range of homogeneous products and large scale production. In mass production enterprises, most workplaces perform only one operation of the production process. The coefficient of consolidation of operations in this type of production takes values equal to 1. The mass type of production includes enterprises for the production of household appliances, computers, cars, supermarkets, airports, etc. An indispensable condition for mass production is a high level of standardization and unification of parts and products. The degree of controllability of production in mass-type enterprises is quite high, and this is reflected in the efficiency of the enterprise’s production system. Serial production type characterized by the production of a limited range of products in batches repeated at certain intervals of time. In most industries, a series is understood as the release of a number of structurally identical products launched into production in batches during a planned period. Within this type, large-scale, medium-scale and small-scale enterprises are distinguished. For small-scale enterprises, the coefficient of consolidation of operations takes values in the range of 21-40 inclusive, for medium-scale production - from 11 to 20, and for large-scale production - from 1 to 10. The use of serial type of production, as well as mass production, is based on the unification and standardization of manufactured products, typification and standardization of technological processes for their production. Unification in production consists of bringing various types of products and means of their production to a rational minimum of standard sizes, brands, shapes, and properties. The main goal of unification is to eliminate the unjustified variety of products of the same purpose and the diversity of their components and parts, leading to possible uniformity in the methods of their manufacture. The unification of products is preceded by their typification. Unification is the most common method of preparing and implementing standardization. Typification is the development and establishment of standard designs containing design parameters common to a number of products (or their components). Standardization is a rule-making activity that finds the most rational standards, and then consolidates them in regulatory documents such as standards, instructions, methods, requirements for product development. Each of these types of production is characterized by a certain degree of specialization of jobs, degree of specialization of equipment, and level of qualifications of workers. Degree of job specialization- this is the number of technological process operations assigned to a workplace. Degree of equipment specialization- this is the number of types of products alternately manufactured using a unit of equipment. Worker qualification level- the level of professional knowledge, skills and abilities of workers necessary to perform work in the workplace. Table 3.3 provides a comparative description of production types. Table 3.3. Comparative characteristics of production types Key differences between manufacturing and service organizations
Having analyzed the data presented in Table 3.3, there is no doubt that printing enterprises belong to the serial type of production. Despite the physical uniqueness of orders, but thanks to the unification and standardization of printed products, printing production is based on production processes that are repeated over time. And this is the main condition for mass production. So, most printing enterprises belong to the serial type of production. Previously, a series was understood as the size of the circulation of printed products. Circulation is the total number of all copies of a publication (order). In a planned economy, it was conventionally believed that circulations of up to 1 thousand copies. - very small, up to 15 thousand copies. - small circulations; up to 50 thousand copies - average circulation; up to 200 thousand copies. - large circulations, over 200 thousand copies. - mass circulation. In accordance with the average circulation size, printing enterprises were classified into the corresponding type of production: small-scale, medium-scale or large-scale. With the transition to market conditions, the circulation of manufactured products has decreased significantly and the boundaries that determine whether a printing enterprise belongs to one or another type of mass production (large-scale, medium-scale or small-scale) have shifted. At the same time, differences in production management systems of printing enterprises of various types of production remain. And this indicates that it is not the size of average circulation that determines the type of production of printing enterprises, but those factors that are presented in Table 3.3 and, first of all, the coefficient of consolidation of operations. In the printing industry, the following types of labor cost standards are used: time, production, maintenance, number and controllability. Time standard - the amount of working time required to manufacture a unit of product or perform a given amount of work under certain organizational and technical conditions. Production rate is the number of units of production or the amount of work that must be completed per unit of time (hour, shift) under certain organizational and technical conditions. Standard of service- a set number of pieces of equipment or workplaces accepted for maintenance by one worker or team. Norm (standard) number- a regulated number of employees of a certain professional qualification required to perform a certain amount of work. Controllability rate- the optimal number of employees or structural units that should be assigned to one manager. Time and output standards by validity period are divided into temporary and permanent. Temporary standards are established for a short period of time, most often for the period of development of new equipment or a new type of product. Permanent norms operate for a long time with an unchanged organizational and technical state of the enterprise’s production system or its certain level of hierarchy. By area of application norms can be classified as unified, standard and local. Unified standards are developed by an industrial research institute and approved centrally. These standards apply to production processes and operations performed using standard technology, are characterized by the standard content of work practices and reflect the average level of labor productivity in the industry. Standard standards, as well as unified standards, are developed centrally, but they are established for operations performed in enterprises with a high organizational and technical level of production. These standards can serve as a standard for those enterprises where working conditions and labor organization have not yet reached the level established in the standard standards. Local standards can be established by the enterprise independently for operations for which uniform standards have not been established. In modern conditions, when printing enterprises are equipped with a variety of equipment with a different set of options on which its performance depends, the role of local standards increases significantly. By establishing method norms distinguish between technically sound and experimental-statistical norms. Technically based standards are established by the analytical method and assume:
Experimental and statistical norms are established based on the results of statistical data processing without proper study of the production capabilities of the equipment and the components of working time costs. At printing enterprises, such standards can be used temporarily, for the period of development of new equipment. In the printing industry, a standard time is allocated for performing an operation - the formula" src="http://hi-edu.ru/e-books/xbook446/files/f6.gif" border="0" align="absmiddle" alt=" . An example of preparatory and final time when organizing the production process at a printing enterprise is the time for adjusting (adjusting) printing forms when printing a circulation, as well as the time for readjusting production lines in bookbinding production. Preparatory and final time is spent not on each object of labor, but on the batch. For example, the time for adjusting a set of forms on a printing press refers to the running run of a publication, and the time for readjusting the production line at the stage of assembling a publication can be attributed to the total number of copies of a group of publications with the same volume and format. Preparatory and final time refers to the non-productive time of equipment operation and does not depend on the amount of work performed under this order. This time is most often standardized separately in the printing industry. A feature of printing production is that during the production of each order, this non-productive time is present during the printing process. Depending on the relationship between the preparatory and final time and the actual printing time, the productivity of the printing equipment is determined. The rate of production is the reciprocal of the rate of time for an operation. The hourly production rate is calculated using the formula: formula" src="http://hi-edu.ru/e-books/xbook446/files/f8.gif" border="0" align="absmiddle" alt="calculated by the formula: def-e">Production capacity is understood as the maximum possible output of a production system over a certain period of time. The concept of production capacity is directly related to the concept of output volume. We can say that production capacity determines the rate of production output, defined as the maximum possible volume of output of a certain product range for a certain calendar period of time. The production capacity of an enterprise is the maximum possible output of a given range of products over a certain period of time with the most complete and efficient use of equipment and space. Production capacity can be estimated at:
If a product of the same name is produced, then it is convenient to measure power in physical terms. When producing many types of goods using various technological chains for their production, measuring power in units of goods becomes impossible. In this case, the power assessment is given in conventional units. When producing heterogeneous goods, to assess the production capacity of individual pieces of equipment, a universal unit of measurement can be a machine hour or a standard hour. In accordance with the hierarchy of the enterprise's production system, the production capacity of the enterprise as a whole is determined by the capacity of the leading workshops, the production capacity of the workshop is determined by the capacity of the leading section, which determines the throughput of the workshop. The capacity of the site is the sum of the production capacities of individual units of leading equipment. The production capacity of an enterprise is not a constant value; it varies depending on the range of products produced, work shifts, the level of specialization and cooperation, and innovative activities. In production management, the following types of production capacity are distinguished: input; day off; average annual; theoretical; expected; normative. Input production capacity defined">Output production capacity defined">Average annual capacity formula" src="http://hi-edu.ru/e-books/xbook446/files/f13.gif" border="0" align="absmiddle" alt=" where is the formula" src="http://hi-edu.ru/e-books/xbook446/files/f15.gif" border="0" align="absmiddle" alt="- input production capacity; formula" src="http://hi-edu.ru/e-books/xbook446/files/f17.gif" border="0" align="absmiddle" alt="- retiring power; def-e">Theoretical (design) production capacity def-e">Expected production capacity def-e">real maximum speed modes of equipment operation. Planned (Normative) production capacity defined">planned power utilization factor formula" src="http://hi-edu.ru/e-books/xbook446/files/f23.gif" border="0" align="absmiddle" alt= " The relationships between theoretical, practical and planned production capacity can be as follows: def-e">Physical printed sheet is a sheet of paper of a standard size, printed with one or more inks on one side, or half a sheet of paper standard format, printed in one or more colors on both sides. The first part of the definition of physical printed sheet is used to measure printed products printed on one side, for example, for covers, posters, the second - for publications such as book blocks, magazines, etc. The publication format refers to the dimensions of a book, brochure or magazine block cut on three sides. In printing, the format symbol is widely used in terms of the size of the paper sheet and its share. From the designation 70x100/8 it follows that the format of the publication before trimming is equal to the size of an eighth of a paper sheet 70x100cm. The sizes of paper sheets are standardized. The following standard sheet formats are most often used for printing books and magazines: 60x84; 60x90; 70x90; 70x100; 84x108. Printing of book and magazine products can only be carried out on sheets of standard formats, or on sheets whose formats are 2, 4, 8, 16, etc. less or more than standard. The main standard is the 60x90 cm format. Table 3.4 shows the values of the coefficients for converting standard publication formats to the basic format of 60x90 cm. Table 3.4. Key differences between manufacturing and service organizations
Reduction coefficient Conditional (given) physical printed sheet - this is a paper sheet of 60x90 cm format, printed in one or more colors on one side, or a paper sheet of 60x45 cm format, printed in one or more colors on both sides. A physical sheet imprint is a sheet of paper standard format, printed in one or more colors on one side. The use of this unit of product measurement involves specifying the format and color. 60x90cm format, printed in one or more colors on one side. An inkprint is a standard size paper sheet, sealed one paint on one side or is it a sheet printed with color equal to one. Conditional paint impression- this is a paint print of 60x90 cm format. Sheet imprint and ink imprint may not physically exist, but may only be an accepted unit of product measurement. So, for example, if a 70x100 cm format printing machine is used for printing, with 4+4 colors, then in one sheet pass you can get a paper sheet of 70x100 cm format, printed on both sides with 4 colors. Such a product will contain 2 physical printed sheets with a format of 70x100 cm, color 4+4; two sheets of print, format 70x100 cm, ink color 4+0 and 8 ink prints, format 70x100 cm. A sheet feed is a single passage of a paper sheet through a printing machine. Colorfulness is the amount of ink that is applied when printing on the front and back sides of a paper sheet. As a natural measure of such types of products as books and brochures, magazines, graphic, cartographic, music publications, forms, labels and packaging, physical and conventional printed sheets-imprints or physical and conventional ink impressions can be used. This type of product such as newspapers is usually measured in physical copies or in copies reduced to A2 format in 4 pages. Book and magazine publications can also be measured in copies. The production program of the enterprise reflects the nomenclature and range of products. The production program of a printing enterprise is the basis of a thematic plan, in which publications of the same type are combined into separate groups and reflected in one line with average output parameters. In table Figure 3.5 shows an example of a template for a printing enterprise. Table 3.5. Key differences between manufacturing and service organizations
At printing enterprises, when drawing up an annual program for the main production, the production program of the printing shop should first be formed. It is compiled for individual types of equipment. Taking into account the format, circulation and color, orders from the thematic plan are divided into groups, each of which involves the use of a certain type of printing equipment. For each group of printing equipment, the load is calculated in the corresponding natural accounting units or in machine hours, that is, the time required to produce a given group of orders is estimated. formula" src="http://hi-edu.ru/e-books/xbook446/files/f32.gif" border="0" align="absmiddle" alt="- number of sheet metal runs for i - order; formula" src="http://hi-edu.ru/e-books/xbook446/files/f34.gif" border="0" align="absmiddle" alt=". You can estimate the load of these departments in standard or machine hours based on the leading group of equipment. The determination of the theoretical production capacity of an offset printing machine, which assumes maximum use of the format and color of the machine, is made using the formulas: in sheet runs: formula" src="http://hi-edu.ru/e-books/xbook446/files/f39.gif" border="0" align="absmiddle" alt=" in conditional (given) sums: formula" src="http://hi-edu.ru/e-books/xbook446/files/f54.gif" border="0" align="absmiddle" alt="- equipment downtime for repairs and inspections, hours; higher average annual order quantities. Regular time fund is the time that can be used by a printing enterprise for work. Its value depends on the number of calendar days in a year, the number of days off, including holidays, the shift ratio of this type of equipment, the duration of the shift and the number of days before holidays. Standards of time and output for makeready and printing are determined according to the standards of time and output applied at the enterprise for the corresponding processes of printing production, taking into account the progressive coefficient of compliance with standards, which characterizes the achieved level of compliance with standards at the enterprise. In calculations of production capacity, the coefficient of compliance with standards must be equal to or greater than 1.0. When calculating the theoretical production capacity of a printing machine, full use of the format and color of the machine is assumed, as well as 100% use of its operating time fund; the expected production capacity of an offset printing machine is calculated using the formulas: The production system of a printing enterprise is subject to strong environmental disturbances and operates under conditions of fairly high uncertainty. Therefore, when planning production capacity, it is necessary to provide for certain reserves. When calculating planned production capacity For printing equipment, it is advisable to set the planned capacity utilization factor at the level of 80-85%. 1. List 5 signs by which a work process is classified as production or service. 2. Name the features of production management of printing enterprises. 3. What is the composition and structure of the production process at a printing enterprise? 4. What is meant by a work center? 5. By what criteria are production processes classified? 6. What factors determine the type of production? 7. What types of production do you know? 8. What is product unification? 9. Define the production capacity of an enterprise. 10. List the units of measurement for production capacity. 11. What natural indicators for measuring the production capacity and production program of a printing enterprise do you know? 12. What are the features of calculating the production capacity of a printing enterprise? | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Content
Introduction
1. Classification of services and service activities
2. Culture in the relationship between a specialist and a client in the process of performing service activities
3. Customer service process
4. Forms of service and time consumption indicator
Conclusion
Bibliography
Introduction
In understanding the essence of service activities, a key role belongs to such theoretical concepts as “service”, “service”. Use of the concept in Russian "service"(English) service- service; service) assumes the same meaning as in English - “service, provision of various types of services.” At the same time, it should be taken into account that in domestic economic practice in recent decades, the meaning of the word “service” has acquired a more specific meaning. In the 70-80s, service in our country was associated mainly with a set of services that met modern requirements, performed by qualified workers who work in an enterprise that provides services to extend the life of technical innovations or expensive goods from well-known companies.
Along with the concept of “service”, the concept is widely used in our country "service", meaning an action that brings benefit, benefit, help to another person. Thus, the key point in understanding service activities is related to the idea of benefit, service. The concepts of “service” and “service” generally acquire the same meaning. At the same time, they can form in Russian a phrase such as “service”, which is intended to reflect the modern type of service.
The theoretical understanding of service activities acquires deep content, reflecting the multifaceted nature of service. The practice of service activities is now interpreted as a vast space of economic activity, in which two main parties are involved. Thus, it presents specialized structures that produce services and offer to use them on the basis of market exchange. For service providers, service activities are a type of professional work, business, and management in the economic sphere.
At the same time, in the process of their work, service providers inevitably encounter consumers who provide service activities with largely non-economic characteristics generated by their interests, emotions, and value orientations. In the space of service activities, consumers of services are the other party who, through market exchange, wants to receive specific benefits taking into account their needs. The consumer places a wide range of specific requirements on service activities, seeing in it a variety of opportunities that allow them to realize their requests and needs.
This understanding of service activity makes it possible to approach it as a multifaceted economic, social and cultural phenomenon. It acts simultaneously as an economic mechanism for satisfying social and individual needs, an important link in social reproduction, distribution and consumption of goods, as well as a social tool for improving people’s well-being. From the second half of the 20th century. The importance of service activity as a source of socio-cultural innovation, a way to dynamize all social development - through information services, expansion of educational services, etc. - is becoming increasingly understood.
1. Classificationservices and service activities
An important theoretical and practical problem in the analysis of service activities is the issue of structuring the service sector, as well as the classification of services and service activities. Below we will touch on some aspects of their classification division.
The development of classification criteria is aimed at identifying and selecting the most important typological characteristics of services and service activities, which can help in dividing them into component units (directions, varieties, groups). It is important that these qualities are not random or insignificant, but reflect the essential properties of the service, allowing the formation of the most important typological units based on a variety of real services. For example, a criterion such as “degree of mass” allows us to divide all services into two types: mass and non-mass. In turn, among non-mass services, based on different criteria, a number of additional group-forming units can be distinguished (elite, exclusive services, etc.)
The development of classification criteria is of no small importance, because in different countries there are now many, sometimes difficult to compare, approaches to creating classification schemes, which makes it extremely difficult to analyze service activities even in one country. The criteria for classification in scientific analysis can be especially numerous. After all, researchers often develop classification criteria to solve purely theoretical problems, not always taking into account practical requirements that facilitate the grouping of service activities. The practice of intra-industry relations in the service sector, as well as state and interstate relations, require the use of generally accepted classification approaches and schemes that could be relatively easily operated in the process of economic relations. It is especially important to agree on the division of services according to content and functional criteria, i.e. according to the most significant characteristics of service activities related to the nature of work, the area of application of services, their purpose, etc. This is not an easy task, since in the modern world new types of services are constantly multiplying; services are becoming increasingly complex in nature and functional purpose.
There are two aspects to be seen in the fact that different countries around the world use different national classification models. On the one hand, these models make it possible to display various, sometimes hidden, non-obvious characteristics of service activities, thereby demonstrating a wide range of adaptive capabilities of a modern service in relation to a changing world. On the other hand, incomparable models make it difficult to benchmark services internationally. The task of developing uniform criteria and classification schemes for services still remains an unresolved problem in the world. Most often, classification work is carried out in certain countries on the basis of established traditions of collecting government statistics or solving problems facing society in a specific situation. As an example, let’s take a service classification model adopted on the North American continent ,
which, of course, reflects the historical practice of developing service activities in the USA and Canada. This model is based on content-functional criteria and includes the following large areas of service activity, which can be considered its most important areas:
¦ transport (railway, aviation, freight, motor transport, etc.);
¦ communications (telephone, telegraph, radio, etc.);
¦ public services (electricity, water and gas supply, etc.);
¦ mass activities (wholesale and retail trade);
¦ financing, insurance, including work with real estate;
¦ direct service (hotels, services of a personal nature, consultations on organizing mass entrepreneurship, car repairs, repairs of various items, movie rentals, entertainment and recreation, etc.);
In world practice, ways are being sought to overcome the difficulties associated with discrepancies and incomparability of classification schemes of analysis adopted in different regions and countries of the world. Thus, there is an appeal to the analysis of services that are taken into account by statistical authorities in developed countries, which makes it possible to use comparable statistical data on these services for comparative study. These are the services:
¦ business services;
¦ communication services;
¦ construction and engineering services;
¦ distribution services;
¦ general educational services;
¦ financial services, including insurance;
¦ health and social services;
¦ transport services;
- other services.
Table 1 - Types of services in different areas of application
Let us point out the use in interstate practice of a number of developed countries of a classification based on two interrelated criteria: the type of services and the scope of their application. In this case, typologically similar services are grouped in a certain way (Table 1).
In a number of countries, the classification of services is based on a sectoral approach and is associated with historically established business practices and issues of state regulation of the service sector. In this case, as in the North American model, based on a number of criteria, there is a list of types of service activities of the same order or similar in content. Each service is presented in one typological grouping. This list, as a rule, ends with the “other services” grouping, which includes services that are not included in any of the previous units. At the same time, the list of services remains incomplete and is open for further addition.
A similar scheme for classifying services operates in Russian business practice, where, on its basis, an all-Russian classifier of services to the population has been developed, and indicators of state statistics are also presented. In this case, the service sector includes the following areas of service activity, which represent its most important typological directions:
¦ trade (wholesale and retail);
¦ food and accommodation services (hotels, catering structures);
¦ transport;
¦ communication and information services;
¦ services for supply, procurement and storage of material and technical resources;
¦ credit, finance and insurance, real estate transactions;
¦ education, culture and art;
¦ science and scientific services;
¦ healthcare, including physical education and sports;
¦ household services (housing repairs, industrial and household services and utilities);
¦ personal services (non-productive, household, etc.);
¦ public administration services;
¦ other services.
A comparison of the Russian and North American service classification models shows that the domestic model is more detailed regarding some types of services and reflects other types of services more poorly. In particular, it does not present market-commercial services, which in this case must be included in the “other services” group.
This uniqueness of it was reflected in the statistical collection “The Service Sector in Russia” (M., 2000). It contains data on all areas of service activities in the Russian economy indicated in the all-Russian classifier for 1998-1999. Along with this, the additional section “Indicators of the development of certain types of market services” presents detailed statistical data on new services that have not yet been identified in separate areas, but for the most part appear generally in the “other services” group. In this case, the collection contains information about:
¦ intermediary services in real estate transactions;
¦ services for assessing the value of property;
¦ information and computer services;
¦ advertising services;
¦ activities of gambling establishments.
Different countries have similar groups of services, but developed in their own practice, which are specified and supplemented in different ways. For example, in some countries the list of such groups includes construction, gasification networks, energy systems, etc., while in other countries these infrastructure elements are classified in statistical reporting as non-service industries.
Along with the generally significant groupings that operate in the practice of government accounting and statistics, other classification areas and groups of services that are convenient for economic analysis are being developed. In domestic science and service activities, enlarged units of division of services and service activities are often distinguished in the following areas related to their functional entity:
¦ services of a production nature - are provided to economic structures in connection with their production needs (including security, repair, banking, business, etc.);
¦ trade services (wholesale and retail);
¦ life support services - related to serving citizens within the framework of family and household ties, i.e. with home improvement, housekeeping, meeting family needs, home recreation;
¦ social services - aimed at meeting people’s needs for those goods, qualities and functions that they need as subjects of social relations: transport, financial, postal, recreational (maintaining health, organizing recreation in public forms), educational, information, etc. .;
¦ cultural services - related to the provision of educational, scientific, artistic, aesthetic, and entertainment services.
The presented version of the typological areas of service activity is one of the most common in domestic practice of analyzing the service sector. Social and cultural services are especially often discussed. In this regard, the last two units of division are often combined to form a large segment sociocultural services. Sociocultural service is aimed at meeting the needs related to the social, cultural and spiritual needs of people. In turn, each in the presented version of the classification of services (typological direction) can be divided into more detailed varieties and groups. Thus, services focused on households are divided into utility services related to maintaining cleanliness in the house, repairing household appliances, technical maintenance, etc. In turn, home maintenance services can be divided into services of electricians, plumbers , gas workers, etc.
The considered version of the classification is quite simple in its obviousness and suitable for use in the practice of service activities. However, it has disadvantages. In this case, we point out that it remains unclear to which direction some services can be classified if they are provided to different typological groups of consumers or implemented in dissimilar functional circumstances. For example, business and banking services may be applicable not only to industrial teams, but also to individuals; recreational services can acquire a mass character or a purely family-home scale, etc.
In Russian practice of classifying services, their division into material and intangible. Material services include services that require material resources (raw materials, spare parts, semi-finished products, everyday products, etc.), which people later use, consume, and wear out. Intangible services involve intangible, spiritual components of human activity - knowledge, mathematics and statistics, artistic images, spiritual values. However, this division remains very conditional, since one and the other type of service cannot be implemented without the use of both material and spiritual elements of service.
2.
Culturein the relationship between specialist and clientin the process of performing service activities
Under service culture understands a system of reference labor standards, high spiritual values and ethical behavior, the principles of which are consistent with both the national traditions of the country and the modern requirements of world service standards and reflect high-quality customer service. Speaking about service culture, this concept can be attributed either to the entire national service sector of a country, or to one industry (for example, catering services), or to an enterprise or firm. The activities of a particular employee may also correspond - in whole or in part - to the requirements of the service culture developed within the framework of the type of service in which he works. At the same time, the service culture at all these levels is interconnected, forming uniform service standards.
A service culture in a particular industry or in any team does not arise out of nowhere. The roots of many features of this process are always associated with national elements of work culture, with the professional culture of the industry and the corporate environment. It is known, for example, that in pre-revolutionary Russia, various craft and trading corporations developed strong criteria for a service culture. Certain standards of craftsmanship, ethical principles of dealing with each other and with clients were developed among merchants, among the staff of taverns, baths, inns, etc. Thus, a strong merchant's word, reliability of construction work, accuracy and durability of completed orders of a master shoemaker were in use , a tailor, the aesthetic qualities of carpentry, respectful treatment of visitors to taverns and restaurants, the desire to please the individual habits of the client, etc. The undermining of private enterprise traditions in the production of services has had a devastating impact on many aspects of service culture. However, a certain part of the constructive elements of service of past times, closely related to psychology and the national character traits of Russians, has been preserved to this day. Consumers are often unaware of this, mainly noticing the shortcomings of the domestic service. Nowadays, there is a revival of many constructive traditions associated with the culture of service.
In general, modern Russian service is faced with the task of combining national characteristics and international principles of service culture. Many new aspects of service culture are acquiring a universal, international character these days. In this regard, first of all, it is necessary to point out the rational requirements for work culture related to the technical and technological side of the service, the quality and dynamics of its development, the psychology and aesthetics of service. In any country, entrepreneurs and service managers are ready to use national service traditions if they do not contradict modern requirements and increase the efficiency of service activities as a whole. Service management is based on what is cultural, i.e. Serving consumers efficiently and with a high degree of perfection is beneficial, first of all, for the employees themselves. On the contrary, the lack of a service culture is noticeably reflected in a decrease in the income of an enterprise or firm.
Therefore, in developed countries of the world, management develops a set of uniform requirements for service culture, implements it into the practice of their companies and monitors implementation. At the same time, the management strategy is structured in such a way as to make employees like-minded people of the administration, and not to impose on the staff a culture of service (exclusively) by ordering methods. For this purpose, special classes are conducted with employees, mistakes and failures in mastering the ethics and aesthetics of service are analyzed. If someone does not strive to master the necessary requirements, then after a number of serious violations they part with such an employee.
Such a flexible and at the same time rigid approach could not be developed in the Soviet service sector, although at that time a lot of attention was paid to service culture by all levels of industry management. Higher authorities obliged business managers to fight in their teams for a culture of customer service. The relevant requirements were written down in job descriptions and posted in a visible place in the reception area. For violation of the relevant points of socialist obligations related to service culture, administrative or economic sanctions could be taken against the employee.
However, a worker in the service sector of that period, firstly, was not interested in effective work - the quality and increasing volume of work had almost no impact on remuneration, and secondly, poor quality service was widespread and did not entail serious consequences for a careless worker. Therefore, rudeness and lack of attention to the consumer were not uncommon. Today, in the practice of domestic service, positive changes are obvious in the following areas:
· service providers are aware of the importance of consumers in business development and competition; there is a struggle for the consumer;
· many organizational and technological aspects of service are being transformed for the better: queues in stores have disappeared, many operations are carried out through automation and with the help of computer technology, etc.;
· more attention is paid to the aesthetic aspects of service. Showcases, display of goods, interiors of reception rooms and contact areas of the service enterprise acquire an attractive appearance.
However, many aspects of the service culture remain the same. In this regard, we will consider in more detail the requirements that apply to modern service culture.
Speaking about service culture, we, first of all, mean that aspect of it that is associated with the mastery of managers, qualified specialists, and ordinary employees of the company professional the foundations of its activities. The work culture of an employee of a service enterprise or company presupposes the presence of the following professional characteristics of their work:
· professional training;
· high level of professionalism (discipline, responsibility, professional skills, mastery, broad knowledge);
· organizational and technological improvement of labor.
The service management is faced with the task of deepening the professional and labor training of employees, increasing their qualification level, and planning the career growth of the most promising among them. At the same time, it is important that all employees understand the importance of improving professional skills, both for individual development and for the effective operation of the company.
Professionalism in work creates a positive image of the company in the minds of clients, which is accompanied by growing income and a good reputation in the professional environment. In service activities, they acquire considerable importance psychological characteristics customer service process. In this direction, managers and employees of the company should pay attention to the following aspects of their work:
1. cultivate constructive individual psychological qualities of workers who come into contact with clients;
2. direct the overall service environment into a positive psychological direction;
3. create conditions for the manifestation of positive psychological properties of consumers.
In the first case, it is important to carefully select workers who work within the contact zone, in contact with consumers. It may not be easy to achieve this ,
so that the psychological characteristics of each employee harmoniously correspond to those operations and the nature of work that are included in the job responsibilities. In this case, at least a sharp discrepancy between the employee’s psychology and the nature of the work should be avoided, for example, do not entrust work associated with a quick reaction to an employee with a slow type of psyche.
It is important for a contact zone employee to have the ability to come into contact with the consumer, the ability to unobtrusively find out his requests and offer the desired product or service. For example, when showing a thing, a sample of a product, or explaining the benefits of a service being provided, an employee must understand the psychological state of the client. When demonstrating a sample, you should focus on its advantages and precise characteristics. At the same time, it is important not to impose your assessment, but also not to refuse advice in cases where the client expects it. The employee himself must remain friendly and reserved throughout the entire period of contact with the client. Even if he does not decide to purchase a product or service, one must not show impatience, much less express displeasure. If the client has not made a purchase, the company's employees should treat him as a potential buyer, inviting him to come back in the future.
3.
Customer service process
Temporal characteristics are characteristic of the processes of direct and indirect contact between service providers and consumers. These contacts, in essence, form what is called the service itself, service process. Under service is understood as a system of labor operations, useful actions, various efforts carried out by producers, etc.......