Healthcare: One size fits all?

The WSJ recently posted an article claiming that the government's attempt at finding "best practices" in healthcare in order to inform doctors and insurance companies about how best to manage healthcare (and its costs) might be inappropriate and contrary to what patients want. The gist of argument is that patients want different levels of treatments and a one size fits all is not the answer.

From a purely operation management lens, reducing the number of processes improves efficiencies and reduces costs. However, since healthcare is a service, we must consider what patients actually want.

Demand Management via Twitter - Social Media Soup Nazi

the Wall Street Journal reported on an practice that I had not thought about, but that might prove interesting:

"The morning after two groups of diners didn't show up at the restaurant Noma in Copenhagen last month, chef and co-owner René Redzepi took to Twitter. "And now a message from the Noma staff: to the people of two different no-show tables last night," he wrote, and sent a picture of staff members showing their middle fingers."

"Fickle diners are every restaurant's worst nightmare. A select group of high-end chefs and restaurants are fighting back—from charging people who don't cancel in time to using Twitter and other social media to call out no-shows."

The use of online shame to make customers who balk from their reservations is something I had not thought of before reading this article.  I'm not convinced it's a great idea, but it is an interesting way of using social media to impact the operations of a service.  In effect, using social media to call out customers who are misusing your service could be used a social cues as to what is appropriate at behavior for your business.  However, too much of it and your social media feeds will likely just be ignored of worse you will gain a reputation as a soup nazi...

 

Operations Management Role in Service Design: Choreography

Chris Voss,  an operations management professor from the London Business School has published several articles indicating that the role of operations management in service design and delivery is one similar to a choreographer.  This video reminded me of that concept:

 

Noteworthy happenings

The famous Metropolitan Opera has announced that they are going to use a dynamic pricing model for tickets based on demand for better seats.

Airlines introducing cuddle class: innovation in the economy class seating.

Hotel's trying to spin off their restaurants, well at least separate them from the hotel restaurant stigma.

The future: using video game technology in you shopping cart.

WSJ: Waiting in Line

Here is a WSJ article on the science of waiting in line.  Its from back in December of last year, but I just saw it today and though I'd like to capture it.  I think the visual from the article does a great job describing several issues around the psychology of waiting:



and to go along with my recent foray into finding old Sesame Street Clips that might have something to do with a service concept, here is a video about a frog who is confused about where he stands in line:

Sequence Effects: Album listening edition

I was poking round on the Monterey Jazz Festival website the other day and found this video of an interview the artist in residence, Ambrose Akinmusire:



I think artists seem to understand the importance of sequencing and considering the entire package when designing something. In my research I hope to learn from the artists and show that this can be applied to service design. With any luck, I can meet Ambrose and talk with him more about these ideas...

Reading the table

Wall Street Journal reported recently on some strategies about how a waiter might "read" a table, i.e., learn from the mannerisms of the customers about how best to serve them.  I found the interactive picture pretty revealing:


 


I think this is a good example of how a service process can be very different from a manufacturing process.  In a traditional manufacturing process you have to train a person to do the same thing all day every day:  put the bolt into the hole over and over again on the assembly line.  In a service, the production worker must be able to react to the changes in the process, most notably the differences of customers. Treating all customers the same way may lead to the wrong experience for some customers.  Customers must be treated individually.  



Here's a good sesame street clip that shows what might happen if the wrong message is given to the wrong customer: