Difference between revisions of "Related Work and Documents"
From Service Systems Engineering Group Wiki
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== Reference Papers == | == Reference Papers == | ||
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| + | == Cambridge Service Alliance Papers == | ||
| + | |||
| + | === Précis === | ||
| + | |||
| + | CSA is a consortium of Cambridge University, BAE Systems, IBM, Caterpillar, Pearson, who undertake research into new ways to provide, implement and employ complex service systems. The work is mainly concerned with the servitization of manufacturing although their papers cover sixteen business sectors. | ||
| + | |||
| + | As at May 2014, 60 papers are listed and 40 are publicly available. These can be categorised as: | ||
| + | *Overviews (6 of them): Keynote speeches – current situation and general way forward – such as: ‘Collaborate to Innovate - How Business Ecosystems Unleash Business Value’ | ||
| + | *Studies (10 of them) : Single example of use of services such as ‘Electric Vehicle Rental Services: Project in Okinawa, Japan’ | ||
| + | *Surveys (8 of them): Look across many implementations and their effect. Such as ‘Firm’s characteristics and servitization performance: A bankruptcy perspective’ | ||
| + | *Analyses (12 of them): Extracting some conclusions from Studies and Surveys. Such as ‘Service types and their differential risk effects for manufacturing firms: an empirical analysis’ | ||
| + | *Techniques/business models (4 of them) - How things could be re-organised: such as ‘Industry transformation towards service logic: A business model approach’ | ||
| + | |||
| + | === Lessons Learned === | ||
| + | |||
| + | *Value model and proposition framework | ||
| + | *Attributes of value co-creation are essential to deliver value in use | ||
| + | *Services fail if they are introduced too soon and the infrastructure is not there to support them | ||
| + | *The ecosystem of services is important in getting new services developed and deployed | ||
| + | *Moving to services: the Business Model of the organisation needs to change. | ||
| + | *Product businesses moving into services are not immediately profitable. Increase in business will occur but this will not ensure increase in profits. There are three phases: | ||
| + | **Positive: sale of spares and repairs | ||
| + | **Negative: providing Services increases labour costs | ||
| + | **Positive: optimising service delivery: increases in provision and income, reductions in labour costs | ||
| + | *Through-life accountability is needed for services but is not well understood and what does it mean for services? | ||
| + | |||
| + | === What is different to Standard Systems Engineeering? === | ||
| + | |||
| + | * Focus of the Alliance is on manufacture not on systems engineering | ||
| + | * Stakeholder value is important through-life | ||
| + | * Focus on business benefits rather than product developments, | ||
| + | * Business failure is common | ||
Revision as of 07:22, 28 May 2014
Contents |
Reference Papers
| # | Item | Content | Link |
|---|---|---|---|
| 1 | BS ISO 37500 Outsourcing | Draft ISO Standard for Outsourcing | [[1]] |
| 2 | ITIL v3: | IT Services Management, mandated by UK Government on some service contracts (including Defence) | [[2]] |
| 3 | CMMI for Services | Capability Maturity Model | [[3]] |
| 4 | Cambridge Service Alliance | Cambidge University, BAE Systems, IBM plus others | [[4]]/ |
| 5 | Cambridge Service Alliance Definitions | List of definitions for services that could clarify discussions. Especially with regard to seeing a service from different perspectives (supplier, procurer, customer) | [[5]]/ |
| 6 | Complexity in Services: an Interpretive Framework | Contains 76 reasons for services to be complex!! Cambridge Service Alliance Paper_June 2012 | [[6]] |
| 7 | Service Systems Engineering (SEBoK) | Guide to the Systems Engineering Body of Knowledge | [[7]] |
| 8 | Service Systems Engneering Stages (SEBoK) | Describes the stages of the service systems development process (SSDP) and expected outputs for each stage. Largely based on ITIL v3. (#2) | [[8]] |
| 9 | Smart Cities Framework | Guidance for decision-makers in smart cities and communities | [[9]] |
| 10 | Product Service Systems | Definition of Systems that comprise Product and Services | [[10]] |
| 11 | When Innovation Follows Promise - Why Service innovation is different | Contains four Case Studies: Hitachi, Bombardier, Rolls Royce, Caterpillar. Cambridge Service Alliance Briefing Paper 2012. | [[11]] |
| 12 | Risk management in the procurement of innovation | EU document that studies the way risk can be managed to enhance the procurement of innovation. | EUR 24229 EN |
| 13 | Designing Competitive Service Delivery Models | Transformation of ICI Explosives business from Product to Service. relates this to 'Value Proposition Framework' Cambridge Service Alliance Article 2013. | [[12]] |
| 14 | Product Safety in a World of Services: Through-Life Accountability | BAE Systems move to increasing the Service element of their product portfolio. Includes discussion on accountability in particular with regard to Safety. Cambridge Service Alliance Conference Paper 2014. | [[13]] |
Cambridge Service Alliance Papers
Précis
CSA is a consortium of Cambridge University, BAE Systems, IBM, Caterpillar, Pearson, who undertake research into new ways to provide, implement and employ complex service systems. The work is mainly concerned with the servitization of manufacturing although their papers cover sixteen business sectors.
As at May 2014, 60 papers are listed and 40 are publicly available. These can be categorised as:
- Overviews (6 of them): Keynote speeches – current situation and general way forward – such as: ‘Collaborate to Innovate - How Business Ecosystems Unleash Business Value’
- Studies (10 of them) : Single example of use of services such as ‘Electric Vehicle Rental Services: Project in Okinawa, Japan’
- Surveys (8 of them): Look across many implementations and their effect. Such as ‘Firm’s characteristics and servitization performance: A bankruptcy perspective’
- Analyses (12 of them): Extracting some conclusions from Studies and Surveys. Such as ‘Service types and their differential risk effects for manufacturing firms: an empirical analysis’
- Techniques/business models (4 of them) - How things could be re-organised: such as ‘Industry transformation towards service logic: A business model approach’
Lessons Learned
- Value model and proposition framework
- Attributes of value co-creation are essential to deliver value in use
- Services fail if they are introduced too soon and the infrastructure is not there to support them
- The ecosystem of services is important in getting new services developed and deployed
- Moving to services: the Business Model of the organisation needs to change.
- Product businesses moving into services are not immediately profitable. Increase in business will occur but this will not ensure increase in profits. There are three phases:
- Positive: sale of spares and repairs
- Negative: providing Services increases labour costs
- Positive: optimising service delivery: increases in provision and income, reductions in labour costs
- Through-life accountability is needed for services but is not well understood and what does it mean for services?
What is different to Standard Systems Engineeering?
- Focus of the Alliance is on manufacture not on systems engineering
- Stakeholder value is important through-life
- Focus on business benefits rather than product developments,
- Business failure is common
