Abstract
Well, we have now reached the last chapter. I shall suggest an “express” way to implement SPDM. Why? There are two scenarios. First, that you have never considered topics such as the ones in this book and that you want to implement them quickly to assess their effect on the service. Second, that you have already undertaken lean-type action or process improvement, and you want to glimpse SPDM’s potential in a quick version that makes it easy to assess whatever impact it may have. Whatever your scenario, any manager will surely need to understand what is happening in their service’s operations. You cannot afford to not ask “the right question at the right time, while asking for relevant information.”
Now the SPDM model has been seen as a whole in 15 chapters, Chapter 16 outlines a slimmed-down version for implementing SPDM that allows it to be prototyped in order to empirically verify its results.
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Notes
- 1.
Well, there is still the epilogue, but an epilogue is Chapter 17, i.e., a recap of what has been said in the previous 16 chapters.
- 2.
It would be absurd to develop it extensively when each concept has been explained in previous chapters. Here I also apply the express idea and summarize concepts.
- 3.
Remember? Percentage utilization, on average and long term.
- 4.
I recommend picking a BU that you feel identifies with the Promise. It is important to have a benchmark and if the BU’s components are enthusiastic, it is much simpler that way. And make clear it is a win-win situation for them. If not, it will fail.
- 5.
Chapter 18 has Express stamped beside those steps that are relevant to the Express approach.
- 6.
Obviously, a week is not a time span in which to generate a very reliable number. But for a first approximation it is operationally acceptable. It will be polished up, little by little, when more data is gathered.
- 7.
Very important to burst all the balloons, everyone always sees specters. Be very prudent here, transparency and consistency are the leitmotifs in such action.
- 8.
Don’t waste my time, show me! Don’t talk of June, don’t talk of fall Don’t talk at all! Show me!
- 9.
Remember, primary duties are those that must be performed in a response time of 0 minute; secondary duties those that may be added on or performed off-peak.
- 10.
Properly understood selfishness that leads us to the best solution.
- 11.
A mystery? Can you guess?
- 12.
And if I do not tackle it now, it will stay on the drawing board.
- 13.
Greatly simplified, as you will see. But you know by now, each business is a world in of itself and everything must be adapted to everybody’s needs.
- 14.
Remember? Those things you would like to change and that have never changed.
- 15.
Lean, Agile, TPS, improving processes, analyzing job posts, 360, etc., etc.
- 16.
Remember? Adding the service layer to the manufacturing industry to add more value to the company portfolio.
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Muñoz-Seca, B. (2017). Asking the Right Question at the Right Time, Asking for Relevant Information: SPDM Express. In: How to Make Things Happen. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-54786-2_16
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