Support process: Difference between revisions
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* '''Services''' - daily operations (often there is [[service]] desk created, covers incident, problem or [[change management]]), | * '''Services''' - daily operations (often there is [[service]] desk created, covers incident, problem or [[change management]]), | ||
== Support [[process]] in value chain context == | ==Support [[process]] in value chain context== | ||
In value chain context, '''support process''' | In value chain context, '''support process''' is differentiated from '''[[core process]]'''. Core process creates [[product]] or services, while support process (despite that it does not add value) is necessary for core process to take place. Third type would be [[management]] process. Support process includes: ordering supplies, receiving suppliers and supplying stock. Support processes repeat over time and consequently enable core processes and follow decisions taken by management | ||
<ref>Harmon P. (2010), p. 86-87</ref>. | <ref>Harmon P. (2010), p. 86-87</ref>. | ||
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| [[evaluation]] of vendors || '''supplying''' '''stock''' || filling order from stock | | [[evaluation]] of vendors || '''supplying''' '''stock''' || filling order from stock | ||
|- | |- | ||
| | | || ||delivering order | ||
|- | |- | ||
| | | || ||product reaches the [[customer]] | ||
|} | |} | ||
== Designing support process == | ==Designing support process== | ||
Support processes should be created '''under''' '''core''' '''processes'''. It means that firstly core processes are defined in the [[company]], then each of them is analyzed in terms necessary support processes. It is not easy in reality. Usually IT department covers the connection between core and support processes, however there are two approaches regarding IT support<ref>Harmon P. (2010), p. 87</ref>: | Support processes should be created '''under''' '''core''' '''processes'''. It means that firstly core processes are defined in the [[company]], then each of them is analyzed in terms necessary support processes. It is not easy in reality. Usually IT department covers the connection between core and support processes, however there are two approaches regarding IT support<ref>Harmon P. (2010), p. 87</ref>: | ||
# Generating and maintaining all systems with IT support for supply chain, sales and [[marketing]] (matrix organisation type might face it faster), | # Generating and maintaining all systems with IT support for supply chain, sales and [[marketing]] (matrix organisation type might face it faster), | ||
# Treating IT department as separate company with separate value chain. It might be outsourced legally, but it might be conducted within [[organisational structure]] - just approach [[needs]] to be changed. | # Treating IT department as separate company with separate value chain. It might be outsourced legally, but it might be conducted within [[organisational structure]] - just approach [[needs]] to be changed. | ||
== Outsourcing == | ==Outsourcing== | ||
Sometimes companies decide to outsource support processes for example human resources process, IT process or [[accounting process]]. Then, for company which delivers support processes as [[outsourcing]], core processes would be within human resources or IT<ref>Harmon P. (2010), p. 72</ref>. | Sometimes companies decide to outsource support processes for example human resources process, IT process or [[accounting process]]. Then, for company which delivers support processes as [[outsourcing]], core processes would be within human resources or IT<ref>Harmon P. (2010), p. 72</ref>. | ||
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==Advantages of Support process== | ==Advantages of Support process== | ||
The Support process, also known as enabling process, is a [[system]] of tools and processes that provide assistance to customers and [[stakeholders]]. There are numerous advantages to having a Support process in place, including: | The Support process, also known as enabling process, is a [[system]] of tools and processes that provide assistance to customers and [[stakeholders]]. There are numerous advantages to having a Support process in place, including: | ||
* Improved customer relations | * Improved customer relations - By providing customers with support resources and offering timely assistance, companies can increase [[customer satisfaction]] and foster better relationships. | ||
* Increased [[efficiency]] | * Increased [[efficiency]] - By using automated processes and procedures, companies can streamline their support processes, resulting in quicker resolution times and fewer errors. | ||
* Improved accountability | * Improved accountability - By tracking customer inquiries and providing detailed records of support requests, companies can ensure that all issues are addressed in a timely manner. | ||
* Enhanced customer experience | * Enhanced customer experience - By providing customers with an effective Support process, companies can ensure that customers have access to the information they [[need]] to make informed decisions. | ||
* [[Cost]] savings | * [[Cost]] savings - By automating the Support process, companies can reduce the costs associated with manual processes and procedures. | ||
==Limitations of Support process== | ==Limitations of Support process== | ||
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* '''Quality Assurance (QA)''': QA is a systematic process of ensuring that products and services meet the customer’s expectations and meet the standards of the [[industry]]. | * '''Quality Assurance (QA)''': QA is a systematic process of ensuring that products and services meet the customer’s expectations and meet the standards of the [[industry]]. | ||
* '''[[Continuous improvement|Continuous Improvement]] (CI)''': CI is a process of improving processes, products, and services to meet customer demands and increase [[organizational effectiveness]]. | * '''[[Continuous improvement|Continuous Improvement]] (CI)''': CI is a process of improving processes, products, and services to meet customer demands and increase [[organizational effectiveness]]. | ||
*[[Benchmarking]]: Benchmarking is the process of comparing an organization’s performance against industry standards to identify areas for improvement. | * [[Benchmarking]]: Benchmarking is the process of comparing an organization’s performance against industry standards to identify areas for improvement. | ||
In summary, the Support process, also known as the enabling process, involves a variety of other approaches to ensure customer satisfaction, including Customer Relationship Management, [[Knowledge management|Knowledge Management]], Quality Assurance, Continuous Improvement, and Benchmarking. | In summary, the Support process, also known as the enabling process, involves a variety of other approaches to ensure customer satisfaction, including Customer Relationship Management, [[Knowledge management|Knowledge Management]], Quality Assurance, Continuous Improvement, and Benchmarking. | ||
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{{infobox5|list1={{i5link|a=[[Productize]]}} — {{i5link|a=[[Information strategy]]}} — {{i5link|a=[[Strategic information system]]}} — {{i5link|a=[[Extended enterprise]]}} — {{i5link|a=[[Knowledge management strategy]]}} — {{i5link|a=[[Sales department]]}} — {{i5link|a=[[Marketing information system]]}} — {{i5link|a=[[Operational control]]}} — {{i5link|a=[[Quality of tourist service]]}} }} | {{infobox5|list1={{i5link|a=[[Productize]]}} — {{i5link|a=[[Information strategy]]}} — {{i5link|a=[[Strategic information system]]}} — {{i5link|a=[[Extended enterprise]]}} — {{i5link|a=[[Knowledge management strategy]]}} — {{i5link|a=[[Sales department]]}} — {{i5link|a=[[Marketing information system]]}} — {{i5link|a=[[Operational control]]}} — {{i5link|a=[[Quality of tourist service]]}} }} | ||
==References == | ==References== | ||
* Atkinson R., Custy J., Joslin R. (2014), [https://www.thinkhdi.com/~/media/HDICorp/Files/White-Papers/promo/whtppr-0614-axelos-hdi.pdf | * Atkinson R., Custy J., Joslin R. (2014), [https://www.thinkhdi.com/~/media/HDICorp/Files/White-Papers/promo/whtppr-0614-axelos-hdi.pdf ''Synergies between ITIL® and Knowledge-Centered Support (KCSSM) Together, ITIL and KCS can improve IT service management''], Axelos Global Best Practice | ||
* Elevating Excellence (2014), [https://www.elevationscu.com/File%20Library/PDFs/EPEX/BusinessProcessWorkbook.pdf | * Elevating Excellence (2014), [https://www.elevationscu.com/File%20Library/PDFs/EPEX/BusinessProcessWorkbook.pdf ''Business Process Workbook. Enterprise Performance Excellence''], Elevating Excellence | ||
* Harmon P. (2010), ''Business Process Change: A Guide for Business Managers and BPM and [[Six Sigma]] Professionals The MK/OMG Press'', Elsevier | * Harmon P. (2010), ''Business Process Change: A Guide for Business Managers and BPM and [[Six Sigma]] Professionals The MK/OMG Press'', Elsevier | ||
* Jedlitschka A. (2008), ''Product-Focused Software [[Process improvement|Process Improvement]]: 9th International Conference, PROFES 2008, Monte Porzio Catone, Italy, June 23-25, 2008, Proceedings. LNCS sublibrary: Programming and software engineering'', Springer Science & Business Media | * Jedlitschka A. (2008), ''Product-Focused Software [[Process improvement|Process Improvement]]: 9th International Conference, PROFES 2008, Monte Porzio Catone, Italy, June 23-25, 2008, Proceedings. LNCS sublibrary: Programming and software engineering'', Springer Science & Business Media | ||
* Pfleeger S. L. (1998), [https://pdfs.semanticscholar.org/86b9/16e062217867543889fc2c487ac368414698.pdf | * Pfleeger S. L. (1998), [https://pdfs.semanticscholar.org/86b9/16e062217867543889fc2c487ac368414698.pdf ''The Personal Software Process: A Cautionary Case Study'' ] in "[[Quality]] Time 0740-7459/98", IEEE | ||
{{a|Dominika Kaczmarczyk}} | {{a|Dominika Kaczmarczyk}} | ||
[[Category: Process management]] | [[Category: Process management]] | ||
Latest revision as of 05:29, 18 November 2023
Support process (called also enabling process[1]) covers different areas in company to enable delivering products or services to the customer. Support processes within an enterprise depend on type of products or services that are delivered. Areas understood as support processes might be[2]:
- IT - maintaining systems and software (to support for example manufacturing or control),
- Human resources - for example recruiting employees,
- Facilities - for example all building which company rents or owns,
- Accounting - keeping books and paying taxes,
- Customer - answering to customer requests (for example after the purchase),
- Services - daily operations (often there is service desk created, covers incident, problem or change management),
Support process in value chain context
In value chain context, support process is differentiated from core process. Core process creates product or services, while support process (despite that it does not add value) is necessary for core process to take place. Third type would be management process. Support process includes: ordering supplies, receiving suppliers and supplying stock. Support processes repeat over time and consequently enable core processes and follow decisions taken by management [3].
| Management process | Support process | Core process |
|---|---|---|
| establishing sourcing procedure | ordering supplies | receiving order |
| signing contracts | receiving supplies | approving order |
| evaluation of vendors | supplying stock | filling order from stock |
| delivering order | ||
| product reaches the customer |
Designing support process
Support processes should be created under core processes. It means that firstly core processes are defined in the company, then each of them is analyzed in terms necessary support processes. It is not easy in reality. Usually IT department covers the connection between core and support processes, however there are two approaches regarding IT support[4]:
- Generating and maintaining all systems with IT support for supply chain, sales and marketing (matrix organisation type might face it faster),
- Treating IT department as separate company with separate value chain. It might be outsourced legally, but it might be conducted within organisational structure - just approach needs to be changed.
Outsourcing
Sometimes companies decide to outsource support processes for example human resources process, IT process or accounting process. Then, for company which delivers support processes as outsourcing, core processes would be within human resources or IT[5].
Examples of Support process
- Help Desk: This is a support process that provides technical assistance to customers. This could include troubleshooting software and hardware issues, providing advice on using products, and answering questions about products and services.
- Customer Service: This is a support process that provides assistance to customers with their inquiries and problems. This could include providing product information, responding to customer complaints, helping customers place orders, and providing technical support.
- Technical Support: This is a support process that provides assistance to customers with technical issues. This could include troubleshooting hardware and software issues, as well as providing advice on how to use products.
- Training and Development: This is a support process that provides training and development to employees. This could include providing training on new products and services, as well as providing advice and guidance on how to use products and services.
- Quality Assurance: This is a support process that ensures that products and services meet the standards set by the company. This could include testing products and services, providing feedback on performance, and ensuring that customers are satisfied with their purchases.
Advantages of Support process
The Support process, also known as enabling process, is a system of tools and processes that provide assistance to customers and stakeholders. There are numerous advantages to having a Support process in place, including:
- Improved customer relations - By providing customers with support resources and offering timely assistance, companies can increase customer satisfaction and foster better relationships.
- Increased efficiency - By using automated processes and procedures, companies can streamline their support processes, resulting in quicker resolution times and fewer errors.
- Improved accountability - By tracking customer inquiries and providing detailed records of support requests, companies can ensure that all issues are addressed in a timely manner.
- Enhanced customer experience - By providing customers with an effective Support process, companies can ensure that customers have access to the information they need to make informed decisions.
- Cost savings - By automating the Support process, companies can reduce the costs associated with manual processes and procedures.
Limitations of Support process
The Support process, also known as an enabling process, is an essential part of any organization, as it helps ensure that employees and customers are given the necessary resources to succeed. However, there are some limitations to this process that must be addressed. These include:
- The potential for human error: The Support process heavily relies on the accuracy of the data being collected, and any mistakes in that data can have a major impact on the outcome of the process.
- The cost of implementation: Depending on the size of the organization, the cost of implementing a Support process can be quite high. This can be a major obstacle for smaller organizations.
- The need for ongoing training: Because the Support process is constantly changing, it is important that staff are kept up-to-date on the latest procedures and technologies in order to ensure the process remains successful.
- The potential for miscommunication: Miscommunication can easily occur within a Support process, as different staff members may not be aware of the same information. This can lead to delays or confusion.
The Support process is also known as the enabling process, and it involves a variety of other approaches to ensure customer satisfaction. These other approaches include:
- Customer Relationship Management (CRM): CRM is a customer-oriented approach to business that involves building relationships with customers to understand their needs and provide the best service possible.
- Knowledge Management (KM): KM is a process of collecting and sharing knowledge within an organization to improve efficiency, customer service, and problem-solving.
- Quality Assurance (QA): QA is a systematic process of ensuring that products and services meet the customer’s expectations and meet the standards of the industry.
- Continuous Improvement (CI): CI is a process of improving processes, products, and services to meet customer demands and increase organizational effectiveness.
- Benchmarking: Benchmarking is the process of comparing an organization’s performance against industry standards to identify areas for improvement.
In summary, the Support process, also known as the enabling process, involves a variety of other approaches to ensure customer satisfaction, including Customer Relationship Management, Knowledge Management, Quality Assurance, Continuous Improvement, and Benchmarking.
Footnotes
| Support process — recommended articles |
| Productize — Information strategy — Strategic information system — Extended enterprise — Knowledge management strategy — Sales department — Marketing information system — Operational control — Quality of tourist service |
References
- Atkinson R., Custy J., Joslin R. (2014), Synergies between ITIL® and Knowledge-Centered Support (KCSSM) Together, ITIL and KCS can improve IT service management, Axelos Global Best Practice
- Elevating Excellence (2014), Business Process Workbook. Enterprise Performance Excellence, Elevating Excellence
- Harmon P. (2010), Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals The MK/OMG Press, Elsevier
- Jedlitschka A. (2008), Product-Focused Software Process Improvement: 9th International Conference, PROFES 2008, Monte Porzio Catone, Italy, June 23-25, 2008, Proceedings. LNCS sublibrary: Programming and software engineering, Springer Science & Business Media
- Pfleeger S. L. (1998), The Personal Software Process: A Cautionary Case Study in "Quality Time 0740-7459/98", IEEE
Author: Dominika Kaczmarczyk
