service storming and dragon lines
DESCRIPTION
UX Week 2012 workshop that focuses on two service design tools: service storming and blueprintingTRANSCRIPT
SERVICE STORMING AND DRAGON LINES(From Acting to Action)
Jared Cole | @coffeekidJamin Hegeman | @jamin
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SCHEDULE Introduction Acting Discussion Break Service Blueprint Overview Service Blueprint Exercise Q&A
2:00-2:152:15-3:153:15-3:303:30-3:453:45-4:004:00-5:005:00-5:30
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ey used to only ask for this.
now they want more!
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CHALLENGEHow do we use our design skills to help organizations orchestrate experiences and interactions across touchpoints and time?
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Service Storming
Service Storming
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A collaborative activity, focused on the generation of new service experience concepts through acting.
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Science of Service Storming
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Engaging in physical expression activates different parts of your brain, helping you to think in new ways.
Art of Service Storming
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Service delivery is a performance. If your performance connects with the audience, you might be on to something.
e Rules
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No Sitting. No Pitching.
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Experience PrinciplesHidden Treasure
Ideal state. What if...10 minutes
Voting | Taxes | DMV
Think across space, time,products, and people.
Act it Out20 minutes
3 scenes3 touchpoints2 minutes
Voting Booth+
Day Spa
How can this help me?
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Break
Dragon Lines
Dragon LinesTo determine feng shui, the ancient Chinese would run down a hill to #nd the natural $ow.
We are going to map that $ow through service blueprinting.
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SERVICE BLUEPRINTA blueprint is an operational tool that describes the nature and the characteristics of the service interaction in enough detail to verify, implement, and maintain it.
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134 Harvard Business Review January-February 1984
Exhibit I
StarKlardexecution time2 minutes
Totalacceptableexecution time5 minutes
Blueprint for a comer shoeshine
Brushshoes
Faciiitating servicesand products
Une ofvialblllty
Not seenby customerbut necessarytoperfonnance
Selectand purchasesupplies
There are several reasons for the lack ofanalytical service systems designs. Services areunusual in that they have impact, but no form. Likelight, they can't he physically stored or possessed andtheir consumption is often simultaneous with theirproduction.
People confuse services with productsand with good manners. But a service is not a physicalobject and cannot he possessed. When we buy the useof a hotel room, we take nothing away with us hut theexperience of the night's stay When we fly, we aretransported by an airplane hut we don't own it.Although a consultant's product may appear as abound report, what the consumer bought was mentalcapahility and knowledge, not paper and ink. A serviceis not a servant; it need not be rendered by a person.Even when people are the chosen means of execution,they are only part of the process.
Outstanding service companies instillin their managers a fanatical attachment to the origi-nal service idea. Believing that this product of genius isthe only thing they have going for them, they try tomaintain it with considerable precision. They bring inmethods engineers to quantify and make existing com-ponents more efficient. They codify the process in vol-umes of policies and procedures. While the outline of agreat service concept may he reflected in these tools,the procedures are only fragmented views of a morecomprehensive, largely undocumented phenomenon.
Good and lasting service management requires muchmore. Better service design provides the key to marketsuccess, and more important, to growth.
The operations side of service manage-ment often uses work flow design and control methodssuch as time-motion engineering, PERT/GANTTcharting, and quality-control methods derived fromthe work of W. Edwards Deming. These procedures pro-vide managers with a way to visualize a process and todefine and manipulate it at arm's length. What theymiss is the consumer's relationship to, and interactionwith, services. They make no provision for people-rendered services that require judgment and a lessmechanical approach. They don't account for the ser-vice's products that must be managed simultaneouslywith the process. And they don't allow for special prob-lems of market position, advertising, pricing, ordistribution.
We can build on the strength of theseoperational systems, however, to come up with a morecomprehensive and workable framework for address-ing most issues of service development. We can devisea blueprint for service design that is nonsubjective andquantifiable, one which will allow developers to workout details ahead of time. Such a blueprint gives man-agers a context within which to deal with the manage-ment and control of the process.
Where in the process?
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Journey
Ideation
Blueprint
Touchpoints
Storyboard
research
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Customer Actions
Touchpoints
Staff Actions
Back Stage Staff
Support Processes
Building Blocks
Time
Line of Visibility
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Customer ordersa hamburger
Dinner menu
Server records order on Notepad
Order system
Customer waits
Server enters order into
system
Server checks on customer
Chef receives order and makes
burger
Customer feels cared for
Conversation
Hamburger ingredients
Server delivers hamburger
Chef delivers hamburger to
server
Customer receivers order
Hamburger
Example
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Customer ordersa hamburger
Dinner menu
Server records order on iPad
Order systemiPad app
Hamburger ingredients
Customer waits
Server checks on customer
Chef receives order and makes
burger
Customer feels cared for
Conversation
Server delivers hamburger
Chef delivers hamburger to
server
Customer receivers order
Hamburger
Iteration
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http://tinyurl.com/cdw6ya
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PATIENTACTIONS
PHYSICAL EVIDENCE
ONSTAGECONTACTPERSON
BACKSTAGECONTACTPERSON
Debbie’s Chart Cart
Records/Database
System
Bin System
Check Vitals &
Ask Quest
Place in Kassam
Bin
Meet Dr. Kassam
Kassam Gets Quick
Review
Take Away Chart
Process & Check-out
Records/Database
System
Dictation
Chart Storage System
Door Tag System
See Other Patients
SUPPORT PROCESSES
Sign In
Front Desk
Waiting Room
Front Desk
Front Desk
Hallway Exam Room
MRI & Chart
Exam Room
MRI & Chart
Door Tag Waiting Room
Check-out Room
Waiting Room
Line of Interaction
Line of Visibility
Responds Follow toExam Rm
AnswerQuestions
AskQuestions
ReturnDoor Tag
Check-out, Pay, & Leave
Check-in
Welcome
Get Patient Chart
See Other Patients
Process
See Other Patients
Brings Door Tag
Back
CallPatient
Grab Door Tag
Escort to Exam Rm
Chart in To Be
Seen Bin
Write Rm # on
Schedule
See Other Patients
Grab Chart
from Bin
Chart Taken by
Staff
Check Patient
Location
Check Patient
Location
Schedule System
Service Blueprint of Presby Neuro Clinic
? ? ? ? ?
Line of Internal Interaction
? ? ?
Wait Wait Wait inExam Rm Wait Wait
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Provide a human-centered perspective
Prototype the service
Visualize all the pieces
Communicate across silos
Prioritize projects
Purpose
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60 Minutes
Paper & Post-Its
Blueprinting Activity
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Customer ordersa hamburger
Dinner menu
Server records order on Notepad
Order system
Customer waits
Server enters order into
system
Server checks on customer
Chef receives order and makes
burger
Customer feels cared for
Conversation
Hamburger ingredients
Server delivers hamburger
Chef delivers hamburger to
server
Customer receivers order
Hamburger
Example
Tips
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Determine your scaleService journey
blueprint
blueprint
blueprint
blueprint
Decide your #delity
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Post its
excel
illustrator
Start, stop, continue
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current state blueprint future state blueprint
gap
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Orchestrate implementation
single touchpoint
Coordinated touchpoints
Work with others
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process engineering
business
Technology
change management
marketing
e Future of Blueprints
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area of visibility
account executives product executives (BTO) operational executives (SO)
P P P PP P P P P P P P PP
scri
pt
hazard line
prov
ider
’s st
eps
cust
omer
ste
psba
ckst
age
ap
plic
atio
nsu
ppor
t pr
oces
ses
serv
ice
repr
esen
tativ
e
onst
age
back
stag
e
implementation
Dialing IBM-HELP to get assistance with Lotus NotesCarrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07Blueprinting ideas v.4
problem with Lotus Notes Mail and Calendar syncing
Lotus Notes Mail and Calendar syncing works
Ticket number
cust
omer
’s jo
urne
y
i’m pressing ‘3’ and nothing is happening...
serv
ice
evid
ence
he’s apologizing for soft-ware malfunction - is this the same problem i was just having? or should i be worrying about something else?
how long am i being put on hold for?
he’s talking really fast
he’s assuming i know all the IBM language even though I’ve repeatedly told him I was new
is he even listening to me? he seems to be typing a lot. and not paying attention.
what is a ticket number?
6D1511 is before 6A1511 in the menu choices... did I hear 6D1511 correctly?
finally, the agent is back
he solved the problem!
Dislike calling call centers
DIAL TALK TO AGENTNAVIGATE PRE-RECORDED MENU WAIT FOLLOW AGENT’S STEPS TO SOLVE PROBLEM PROBLEM SOLVED
HANG UP?
Ask customer what problem they’re having.
Ask for employee serial number.
Present customer with menu options to redirect call.
Redirect call after customer inputs a choice.
Introduce yourself.Apologize for software malfunction.
Ask if they are on or off site.
Look up information regarding Lotus Notes Mail and Calendar syncing on database.
Ask what error message the customer is getting.
Proceed to follow steps outlined in documentation. Ask customer to write down the ticket number.Email this ticket number to the customer.
Thank customer for calling IBM HELP.
Give introductory speech. Confirm that the customer’s problem is solved.
Ask if the customer has any other problems.
line of visibility
WAIT FOR CALL INTRODUCTIONDIRECT CALL TO PROPER DEPT. FIND SOLUTION TO PROBLEM WALK CUSTOMER THROUGH PROBLEM SOLUTION GIVE TICKET NUMBERGET PROBLEM CONCLUDE
thinkcarrie.comLiving with Complexity, Donald Norman
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http://bit.ly/SK4HHUDamaris Sepulveda | @shizada
Extra tip: Play!
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Design across touchpoints
Design across channels
Design across experiences
meet the future needs of design
ese activities will help you...
ank you!
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CONTACT
JARED COLE [email protected] | @coffeekid
JAMIN HEGEMAN [email protected] | @jamin
RESOURCES
SERVICE DESIGN NETWORKservice-design-network.org
SERVICE DESIGN TOOLSservicedesigntools.org
DESIGN FOR SERVICEdesignforservice.wordpress.com
SERVICE DESIGN DRINKS AND EVENTSservicedesigning.org
SF SERVICE DESIGN DRINKS@servicedesignsf