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Made to Serve
How manufacturers can compete through servitization and product service systems
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this work provides valuable insights into servitisation in general, as well as a series of strategies that can also be applied to smaller product manufacturing firms I would recommend it to academics, manufacturers and consultants who strive to grasp the world of services better. (Production Planning and Control: The Management of Operations, August 2014)
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Professor Tim Baines leads Aston Business School s research on servitization. He is an international authority on servitization, and works extensively with manufacturers to transform their operations to compete through Product-Service Systems (PSS). He has published over 200 papers across the disciplines of management and engineering, and is amongst the most frequently-cited authors on servitization and Product-Service Systems. He has experience of a wide range of industrial engineering, technology management, and manufacturing management disciplines, and works with the leading companies in his field including Rolls-Royce, Caterpillar, Alstom, MAN and Xerox. His career started with a technician apprenticeship, and has progressed through a variety of industrial and academic positions, including that of Visiting Scholar within the Centre for Technology, Policy and Industrial Development at the Massachusetts Institute of Technology. He is a Chartered Engineer and a Fellow of both the Institution of Mechanical Engineers and the Institution of Engineers and Technologists. Dr Howard Lightfoot is Manufacturing Systems Consultant and during the past 7 years his work as a university Senior Research Fellow has focussed on the field of Servitization and Product-Service Systems where he has published extensively and is considered to be a leading authority in this area. Along with his co-author he works with the leading companies in his field including Rolls-Royce, Caterpillar, Alstom, MAN and Xerox. He has a First Class Honours Degree and PhD in Physics and is a Chartered Engineer and Fellow of the Institution of Engineers and Technologists. His career began as a lecturer in Electronic Engineering at Loughborough University before moving into industry where he held senior manufacturing operations and management positions within manufacturing companies such as Marconi and the Volex Group and held board level positions in several SMEs supplying Automotive, Defence and Aerospace sectors. He has over 25 years of experience in high technology product development and manufacturing with International business development experience gained in Western Europe, USA and the Far East.
Preface xi Foreword xv 1. Introduction 1 1.1 Terminology and Scope 4 1.2 Knowledge Base 10 1.3 What s New Here? 14 1.4 Navigating This Book 16 PART 1: BUSINESS CONTEXT 19 2. Business Context for Servitization 23 2.1 An Economic Perspective 24 2.2 An Environmental Perspective 30 2.3 A Market and Social Perspective 37 2.4 A Technology Innovation Perspective 39 2.5 A Knowledge Perspective 42 2.6 Summarizing the Business Context 49 PART 2: COMPETING THROUGH SERVICES 51 3. Elements of Servitization 55 3.1 The Challenge of Visualizing What it Can Mean to Servitize 57 3.2 A Process of Servitization 61 3.3 Dening Base, Intermediate and Advanced Services 64 3.4 Features Commonly Coupled to Advanced Services 69 3.5 A Summary of Advanced Services 76 4. Business Implications of Advanced Services 79 4.1 Setting Out to Explore Financial Performance 80 4.2 Services, Revenues and Pro4 tability 82 4.3 Motivations of Manufacturers Providing Advanced Services 87 4.4 Motivations of Customers Adopting Advanced Services 94 4.5 A Roadmap of Servitization and Advanced Services 100 PART 3: SERVICE DELIVERY SYSTEM 103 5. Delivery of Advanced Services 107 5.1 Searching for Leaders 107 5.2 A Perspective Against the World of Production 110 5.3 Advanced Services and Product Service Systems 112 5.4 Service Delivery System for Advanced Services 116 5.5 Key Capabilities of a Service Delivery System 119 5.6 Chapter Summary 122 6. Performance Measures and Demonstration of Value 123 6.1 A Pyramid of Performance Measures 124 6.2 Customer Facing Measures of Performance 126 6.3 Macro Internal Measures of Performance 128 6.4 Local Internal Measures and Indicators of Performance 131 6.5 Demonstration of Value 134 6.6 Chapter Summary 138 7. Facilities and Their Location 143 7.1 Facilities in the Delivery of Advanced Services 144 7.2 Impact of Facilities and Their Location 148 7.3 Mitigating the Need for Co-Location 149 7.4 Chapter Summary 151 8. Vertical Integration and Organizational Structure 153 8.1 Organizational Structure in the Delivery of Advanced Services 154 8.2 Vertical Integration in the Delivery of Advanced Services 159 8.3 Impact of Vertical Integration and Organizational Structure 163 8.4 Mitigating the Need for Integration 166 8.5 Chapter Summary 167 9. Information and Communication Technologies 169 9.1 ICT Architecture in the Delivery of Advanced Services 170 9.2 Monitor 173 9.3 Transmit and Store 175 9.4 Analyse and Respond 176 9.5 Impact of ICT Capabilities 178 9.6 Chapter Summary 179 10. People Deployment and Skill-Sets 181 10.1 Deployment of Sta> in the Delivery of Advanced Services 183 10.2 Behaviour and Skill-Sets of Front-O? ce Sta> 185 10.3 Culture, Leadership and Incentives in the Front O? ce 191 10.4 Impact of an Integrated Skill-Set 194 10.5 Chapter Summary 197 11. Business Processes 199 11.1 Services Processes in a Production Environment 200 11.2 Business Processes in the Delivery of Advanced Services 204 11.3 Proactive Processes as the Core for Advanced Services Delivery 208 11.4 Chapter Summary 211 PART 4: READINESS TO SERVITIZE 213 12. Starting a Transition 217 12.1 Summarizing Servitization, Advanced Services and their Delivery System 218 12.2 A Readiness to Servitize 221 12.3 Overcoming the Obstacles to Transformation 230 12.4 The Journey Continues 232 Appendix: Acknowledgements and Guiding Studies 235 Index 243