服务模块化的建构与应用研究
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摘要
服务在社会经济的演化过程中具有举足轻重的地位。服务可以是依附于实体商品的附加价值,也可以自成为独立运作的功能部门,或是对于顾客的一种单纯行为。但由于服务的无形性、异质性、易逝性与同步性等不确定因素造成服务质量的管控困难,除了无法有效地因应顾客多样的个性化需求之外,服务质量也难有稳定而标准的输出。因此,企业或服务组织无不在改进服务质量的议题上努力研究和开发,目的是为了能够找到一个完善的运作方式,发展定制化与标准化兼具的服务系统,在满足顾客需求的前提下,保证服务质量的稳定输出并达到可复制的一致性。
模块化理论从工业产品和制造工序发展而来,具有标准化的控制单元和弹性组合的产制特性,是一种能够适应标准化生产和因应定制化需求的现代生产模式。模块化系统由特定的标准功能模块、联系界面(接口)和特定的联系规则所组成,应用于服务行为与服务提供的过程,不但可以建构出具有标准生产和可控的服务模块,由标准服务模块单元所构筑的服务模块化系统更具有因应顾客多样需求的弹性通过标准模块的产制有助于对服务行为进行层次性的切割和分析,服务功能的完全复制和移植,也可以在不同的时间和区位重复展现成功的服务典范,有利于服务组织的派生和外包代理的实现,以获取规模经济与比较优势的利益。
本研究基于模块化理论展开,利用服务蓝图的设计方式逐步发展服务模块化的建构,通过离散事件的层次解构方法,将复杂的服务系统分解为数个由资源要素所组成的服务行为,以投入资源为系统的切割准则,将服务行为分成人员、技术、信息、硬件设施设备等四个模块。在服务模块的建构过程中,以仿真模拟的方式进行模型的建立与优化,通过功能单元的控制机制建立模块的运作标准。在许多现实案例中,服务过程或服务行为都有类似于模块化的组成和运作机制,本文将提出几个相关的服务案例,进行行为层次的解析与模块的构成说明,以作为理论性模型的实作和现实应用上的例证。
服务模块化的开发和现实的成功应用,将有助于服务操作的进一步管理。除了对于复杂系统进行较为细部的解构和分析之外,还能够有效地控管服务问题的产生和解除。在功能管制的方面,也可以利用模块的管理方式对复杂系统进行分部管理,不但能够因应服务的不确定需求,还能够发挥各部门的专长效用,并专注于组织核心专业的提升和创新。通过服务外包或模块制造商的代理方式,还可以节约组织自身研发的时间和研制过程失败的成本支出,能够快速地取得外部的资源优势,以及有效地导入其它专业的研发成果,并产生不同文化与技术的冲击与激励作用,对于服务组织的成果与管理复制、连锁事业发展和全球化标准管理亦都具有相当的帮助。
Service has played an important role in the evolution of social economy. Service is embodied in various forms, such as the added value attached to commodities, independently-operated departments and actions towards customers. Due to service's intangibility, heterogeneity, perishability and synchronicity, it is hard to manage the quality of service. In addition, how to effectively fulfill customers'different needs has long been an issue and there is no uniformed standard of service quality. Therefore, entrepreneurs and service organizations have explored the ways to enhance service quality, so as to find an improved operational modes, work out a service system both customized and standardized, and guarantee the stable and replicable service quality on the basis of meeting customers'demands.
Evolving from industrial products and manufacture process, characterized by standardized control units and flexible combination, the theory of modularity is suitable for the modern production pattern featured by standardized manufacture and customized demands. Modularity system consists of standardized function modules, interfaces and specific rules of connection. Applied in service conducts and supply of service, it can build standardized and controllable service modules, which can provide a more flexible service modularity system. It is conducive to the analysis of service conducts and replication and transplant of service function, helps present model service at different time and different places and is beneficial for the expansion of service organizations and outsourcing in order to achieve the benefits of scalable economy and comparative advantages.
Based on the theory of modularity, the research uses the designing method of service blue-printing to develop the structure of service modularity, applies the level structure of discrete event to decompose the complicated service system into resources-based service conduct, and takes advantage of the cutting method of invested resources to divide service conducts into four modules—personnel, technology, information and hardware equipment. During the process, models are built and optimized by simulation, the operational standards are based on the controlling mechanism of functional units. In many real cases, service conducts have the similar components and mechanism as modules. The paper highlights several relevant service cases and explains the levels of service conducts and constitutes of modules to serve as the proof for the theoretical modularity and real application.
The development and successful application of service modularity will be conducive to the management of service operation. Apart from the detailed decomposing and analysis of complicated systems, it helps effectively control and manage the problems occurred in the service. In terms of control and management of functions, it can meet different demands, bring the potentials of various divisions into full play and improve organizations. Through outsourcing and module manufacturers, time for research and development as well as the cost incurred by failures can be saved, so that external resources can be obtained, other research achievements can be gained and the conflict and encouragement among different cultures and techniques will exist, which will exert positive influence on service organization, replication of management, development of chain business and global standardized management.
模块化理论从工业产品和制造工序发展而来,具有标准化的控制单元和弹性组合的产制特性,是一种能够适应标准化生产和因应定制化需求的现代生产模式。模块化系统由特定的标准功能模块、联系界面(接口)和特定的联系规则所组成,应用于服务行为与服务提供的过程,不但可以建构出具有标准生产和可控的服务模块,由标准服务模块单元所构筑的服务模块化系统更具有因应顾客多样需求的弹性通过标准模块的产制有助于对服务行为进行层次性的切割和分析,服务功能的完全复制和移植,也可以在不同的时间和区位重复展现成功的服务典范,有利于服务组织的派生和外包代理的实现,以获取规模经济与比较优势的利益。
本研究基于模块化理论展开,利用服务蓝图的设计方式逐步发展服务模块化的建构,通过离散事件的层次解构方法,将复杂的服务系统分解为数个由资源要素所组成的服务行为,以投入资源为系统的切割准则,将服务行为分成人员、技术、信息、硬件设施设备等四个模块。在服务模块的建构过程中,以仿真模拟的方式进行模型的建立与优化,通过功能单元的控制机制建立模块的运作标准。在许多现实案例中,服务过程或服务行为都有类似于模块化的组成和运作机制,本文将提出几个相关的服务案例,进行行为层次的解析与模块的构成说明,以作为理论性模型的实作和现实应用上的例证。
服务模块化的开发和现实的成功应用,将有助于服务操作的进一步管理。除了对于复杂系统进行较为细部的解构和分析之外,还能够有效地控管服务问题的产生和解除。在功能管制的方面,也可以利用模块的管理方式对复杂系统进行分部管理,不但能够因应服务的不确定需求,还能够发挥各部门的专长效用,并专注于组织核心专业的提升和创新。通过服务外包或模块制造商的代理方式,还可以节约组织自身研发的时间和研制过程失败的成本支出,能够快速地取得外部的资源优势,以及有效地导入其它专业的研发成果,并产生不同文化与技术的冲击与激励作用,对于服务组织的成果与管理复制、连锁事业发展和全球化标准管理亦都具有相当的帮助。
Service has played an important role in the evolution of social economy. Service is embodied in various forms, such as the added value attached to commodities, independently-operated departments and actions towards customers. Due to service's intangibility, heterogeneity, perishability and synchronicity, it is hard to manage the quality of service. In addition, how to effectively fulfill customers'different needs has long been an issue and there is no uniformed standard of service quality. Therefore, entrepreneurs and service organizations have explored the ways to enhance service quality, so as to find an improved operational modes, work out a service system both customized and standardized, and guarantee the stable and replicable service quality on the basis of meeting customers'demands.
Evolving from industrial products and manufacture process, characterized by standardized control units and flexible combination, the theory of modularity is suitable for the modern production pattern featured by standardized manufacture and customized demands. Modularity system consists of standardized function modules, interfaces and specific rules of connection. Applied in service conducts and supply of service, it can build standardized and controllable service modules, which can provide a more flexible service modularity system. It is conducive to the analysis of service conducts and replication and transplant of service function, helps present model service at different time and different places and is beneficial for the expansion of service organizations and outsourcing in order to achieve the benefits of scalable economy and comparative advantages.
Based on the theory of modularity, the research uses the designing method of service blue-printing to develop the structure of service modularity, applies the level structure of discrete event to decompose the complicated service system into resources-based service conduct, and takes advantage of the cutting method of invested resources to divide service conducts into four modules—personnel, technology, information and hardware equipment. During the process, models are built and optimized by simulation, the operational standards are based on the controlling mechanism of functional units. In many real cases, service conducts have the similar components and mechanism as modules. The paper highlights several relevant service cases and explains the levels of service conducts and constitutes of modules to serve as the proof for the theoretical modularity and real application.
The development and successful application of service modularity will be conducive to the management of service operation. Apart from the detailed decomposing and analysis of complicated systems, it helps effectively control and manage the problems occurred in the service. In terms of control and management of functions, it can meet different demands, bring the potentials of various divisions into full play and improve organizations. Through outsourcing and module manufacturers, time for research and development as well as the cost incurred by failures can be saved, so that external resources can be obtained, other research achievements can be gained and the conflict and encouragement among different cultures and techniques will exist, which will exert positive influence on service organization, replication of management, development of chain business and global standardized management.
引文
①见于“体制改革与创新：促进中国服务业快速有序发展的重要动力”[EB],中国服务业发展报告,No.5,中国网,2007-01-29。
①在童时中的《模块化原理设计方法及应用》一书中提到,系统的复杂性不可能为人们全数了解,仅根据其输出输入关系来认识其功能,而把单元当作不透明的,不知其内部结构的“黑箱”,把部分了解的称为“灰箱”,而全部了解其组成结构和功能的称为“白箱”
②见于童时中,《模块化原理设计方法及应用》[M],北京：机械工业出版社,2000：20、24。
③见于李春田,“专家论坛—第七章：现代模块化的理论基础(二)”[J],中国标准化,2007,(8)。
④见于李春田,“现代标准化前沿模块化研究报告—第六章：现代模块化的理论基础(一)”[J],上海标准化,2007,(7)。
① A. Parasuraman, V.A. Zeithaml, and L.L. Berry, "A Conceptual Model of Service Quality and Its Implication for Future Research" [J], Journal of Marketing,1985(49):41-50.
②七种特性：一种自然产品、在整个供应过程中和顾客有较多的互动关系、人员是产品组成的一部份、与时间因素具有密切的关联性、无法储存、属于整个过程的传送部份、较难保存一定的质量水平。
①美国营销协会(American Marketing Association, AMA)定义,1960。
② Parasuraman, A., V.A. Zeithaml, and L.L. Berry, "A Conceptual Model of Service Quality and Its Implication for Future Research" [J], Journal of Marketing, Fall,1985(49):41-50.
③七种特性：一种自然产品、在整个供应过程中和顾客有较多的互动关系、人员是产品组成的一部份、和时间因素具有密切关联性、无法储存、属于整个过程的传送部份、较难保存一定的质量水平。
④ “服务就是商品,服务有一定的使用价値(想象的或现实的)和一定的交换价値。”——《马克思恩格斯全集》[M],26卷Ⅰ.,北京：人民出版社,1972。
① Kotler (1997)认为顾客成本包括：货币成本、时间成本、体力成本、心力(精神)成本。见于菲利普·科特勒着,梅汝和等译,《营销管理——分析、计划、执行、控制》,第九版,上海人民出版社,1999第56页。Kotler, Philip, Marketing Management:Analysis, Planning, Implementation, and Control[M],9th Edition, New Jersey:Prentice Hall,1997。
①出自于Jugenheimer, D.W.& G.E. White, Basic Advertising[M],1991见于漆梅君译,《广告学》,台北：亚太,1994。
①童时中,《模块化原理设计方法及应用》[M],北京：机械工业出版社,2000：20、24。
②见于：李春田,“专家论坛—第七章：现代模块化的理论基础(二)”[J],中国标准化,2007(8)。
③见于：李春田,“现代标准化前沿模块化研究报告—第六章：现代模块化的理论基础(一)”[J],上海标准化,2007(7)。
④ Nonaka (1991)认为知识的冗余有利于知识的创新,在本质上即是指内部分工的浪费可以促进企业竞争优势的提升。Nonaka, Ikujiro, "The Knowledge-Creating Company" [J], Harvard Business Review,1991(69)'见于芮明杰等,《论产业链整合》[M], 2006：55。
①[美]纳西姆·尼古拉斯·塔勒布(2007)于《黑天鹅：如何应对不可预知的未来》一书中所提的“赢家通吃”的生态法则,第22页。
①原载于美国《政治经济学杂志》,1968年12月第76期。见于[美]科斯等着,刘守英等译,《财产权利与制度变迁：产权学派与新制度学派译文集》[G],上海：上海人民出版社,1994：114-136。
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①见于Tom Davis, "Effective Supply Chain Management" [J], Sloan Management Review, Summer 1993,34(4):42-43。
①见于Carman, M.& E. Langeard, "Growth Strategies for Service Firms" [J], Strategic Management Journal, January-March 1980,1(1):19。
②消费者改用其它产品时必须付出诸如设备更新和使用学习等成本。
③由于使用熟悉度的关系,若不再使用原来的产品消费者会考虑转移的成本和转移的收益。
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①在童时中的《模块化原理设计方法及应用》一书中提到,系统的复杂性不可能为人们全数了解,仅根据其输出输入关系来认识其功能,而把单元当作不透明的,不知其内部结构的“黑箱”,把部分了解的称为“灰箱”,而全部了解其组成结构和功能的称为“白箱”
②见于童时中,《模块化原理设计方法及应用》[M],北京：机械工业出版社,2000：20、24。
③见于李春田,“专家论坛—第七章：现代模块化的理论基础(二)”[J],中国标准化,2007,(8)。
④见于李春田,“现代标准化前沿模块化研究报告—第六章：现代模块化的理论基础(一)”[J],上海标准化,2007,(7)。
① A. Parasuraman, V.A. Zeithaml, and L.L. Berry, "A Conceptual Model of Service Quality and Its Implication for Future Research" [J], Journal of Marketing,1985(49):41-50.
②七种特性：一种自然产品、在整个供应过程中和顾客有较多的互动关系、人员是产品组成的一部份、与时间因素具有密切的关联性、无法储存、属于整个过程的传送部份、较难保存一定的质量水平。
①美国营销协会(American Marketing Association, AMA)定义,1960。
② Parasuraman, A., V.A. Zeithaml, and L.L. Berry, "A Conceptual Model of Service Quality and Its Implication for Future Research" [J], Journal of Marketing, Fall,1985(49):41-50.
③七种特性：一种自然产品、在整个供应过程中和顾客有较多的互动关系、人员是产品组成的一部份、和时间因素具有密切关联性、无法储存、属于整个过程的传送部份、较难保存一定的质量水平。
④ “服务就是商品,服务有一定的使用价値(想象的或现实的)和一定的交换价値。”——《马克思恩格斯全集》[M],26卷Ⅰ.,北京：人民出版社,1972。
① Kotler (1997)认为顾客成本包括：货币成本、时间成本、体力成本、心力(精神)成本。见于菲利普·科特勒着,梅汝和等译,《营销管理——分析、计划、执行、控制》,第九版,上海人民出版社,1999第56页。Kotler, Philip, Marketing Management:Analysis, Planning, Implementation, and Control[M],9th Edition, New Jersey:Prentice Hall,1997。
①出自于Jugenheimer, D.W.& G.E. White, Basic Advertising[M],1991见于漆梅君译,《广告学》,台北：亚太,1994。
①童时中,《模块化原理设计方法及应用》[M],北京：机械工业出版社,2000：20、24。
②见于：李春田,“专家论坛—第七章：现代模块化的理论基础(二)”[J],中国标准化,2007(8)。
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④ Nonaka (1991)认为知识的冗余有利于知识的创新,在本质上即是指内部分工的浪费可以促进企业竞争优势的提升。Nonaka, Ikujiro, "The Knowledge-Creating Company" [J], Harvard Business Review,1991(69)'见于芮明杰等,《论产业链整合》[M], 2006：55。
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②消费者改用其它产品时必须付出诸如设备更新和使用学习等成本。
③由于使用熟悉度的关系,若不再使用原来的产品消费者会考虑转移的成本和转移的收益。
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