How to Solve the Trade-Off Between Capacity Utilization and Service Level
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Quality Management in Service Desk How Does Service Desk Managers Define and Measure Quality
Quality Management in Service Desk How Does Service Desk Managers Define and Measure Quality Maiju Hjelt1 and Nestori Syynimaa1,2,3 1Faculty of Information Technology, University of Jyväskylä, Jyväskylä, Finland 2Gerenios Ltd, Tampere, Finland 3Sovelto Plc, Helsinki, Finland Keywords: IT Service Management, ITIL, Quality, Quality Management, Measurement. Abstract: Many public and private sector organisations are depending on IT services provided by external service providers. The quality of the service affects the customer satisfaction and consequently the customer behaviour. The concept of quality has many meanings in the literature. In this paper, we study how service desk managers perceive the concept of quality and how to manage it in an organisation which has adopted ITIL. Our findings indicate that the quality is seen only in terms of how the agreed service levels are achieved. This view excludes the quality of the processes used to deliver IT services. Quality measurements are reflecting the perception of the concept of quality. 1 INTRODUCTION The purpose of this paper is to study how service desk managers perceive the concept of quality and how Public and private sector organisations are currently they manage it in an organisation which has adopted depending more and more on information technology ITIL. (IT). Currently, many IT needs are delivered and consumed in the form of services. Some of these IT services are acquired from external suppliers for 2 IT SERVICE MANAGEMENT various reasons, such as the lack of required IT-skills and knowledge, low-risk attitude, and costs IT service can be defined as a means of delivering associated with the ownership of IT service. -
Collective Purchasing of Food for Federal School Nutrition Programs
FEEDING AMERICA’S SCHOOLCHILDREN Collective Purchasing of Food for Federal School Nutrition Programs Federal school nutrition programs are increasingly seen as a critical component in national efforts to reduce childhood obesity. At the same time, school officials are faced with a complex system of legal requirements and practical challenges to getting nutritious food on children’s trays. Collective purchasing can be an effective tool through which individual schools can leverage their purchasing power with other schools to lower prices and streamline the contracting, purchasing, processing, and distribution of food served as part of federal school nutrition programs. This fact sheet provides an overview of collective purchasing approaches used by schools in the operation of federal school nutrition programs.* How Do School Food Authorities Purchase Food for School Nutrition Programs? SCHOOL FOOD AUTHORITY School food authorities (SFAs) purchase food or A school food authority (SFA) is the governing body services for school nutrition programs through direct responsible for the administration of federal school or collective purchasing. nutrition programs in one or more schools. A school food authority has the legal authority to operate the Direct purchasing is a method through which SFAs federal school nutrition program. contract directly with food suppliers (i.e., without the help of collective purchasing agreements or food Sources: 7 C.F.R. §§ 210.2, 215.2, 220.2, 225.2 service management companies). These suppliers (2012); 42 U.S.C. 1761(a)(8) (2006); 77 Fed. Reg.10992 could be local, regional, or national companies or (Feb. 24, 2012) (to be codified at 7 C.F.R. -
Essays on Inventory Management, Capacity Management, and Resource-Sharing Systems Ph.D
ESSAYS ON INVENTORY MANAGEMENT, CAPACITY MANAGEMENT, AND RESOURCE-SHARING SYSTEMS by Yang Bo APPROVED BY SUPERVISORY COMMITTEE: Milind Dawande, Co-Chair Ganesh Janakiraman, Co-Chair Alp Muharremoglu Anyan Qi Copyright c 2017 Yang Bo All rights reserved To my dear family and friends. ESSAYS ON INVENTORY MANAGEMENT, CAPACITY MANAGEMENT, AND RESOURCE-SHARING SYSTEMS by YANG BO, BS DISSERTATION Presented to the Faculty of The University of Texas at Dallas in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF PHILOSOPHY IN MANAGEMENT SCIENCE THE UNIVERSITY OF TEXAS AT DALLAS August 2017 ACKNOWLEDGMENTS I am deeply thankful to my advisors, Drs. Milind Dawande and Ganesh Janakiraman, for patiently guiding me in my research endeavors, and for providing me with constructive advice and feedback. My frequent beneficial interactions with them have sharpened my research ability and have enabled me to become an independent researcher. I owe much to my parents and my wife; their unconditional love and support continues to give me courage and make me stronger. I would also like to express my gratitude to the following professors in my department, from whom I have benefited a lot: Alain Bensoussan, Metin Cakanyildirim, Dorothee Honhon, Elena Katok, Alp Muharremoglu, Shun-Chen Niu, Ozalp Ozer, Anyan Qi, Suresh P. Sethi, Kathryn Stecke, Serdar Simek, Shouqiang Wang, John J. Wiorkowski, and Shengqi Ye. Last but not the least, I would like to thank my fellow PhD students: Ying Cao, Bahriye Cesaret, Jiayu Chen, Shaokuan Chen, Wei Chen, Ilhan Emre Ertan, Zhichao Feng, Blair Flicker, Shivam Gupta, Harish Guda, Bharadwaj Kadiyala, Ismail Kirci, Chungseung Lee, Jingyun Li, Ting Luo, Sandun Perera, Xi Shan, Sina Shokoohyar, Yulia Vorotyntseva, Xiao Zhang, and many others. -
Maintaining Quality of Service Based on ITIL-Based IT Service Management
Maintaining Quality of Service Based on ITIL-Based IT Service Management V Koji Ishibashi (Manuscript received January 18, 2007) Interest in the IT Infrastructure Library (ITIL) of system management best practices has increased in recent years, and corporations are starting to incorporate ITIL in their IT systems. To help with this incorporation, Fujitsu provides the Systemwalker product group, which supports ITIL-based IT service management. ITIL contains many kinds of management processes. In this paper, we focus on the service deliv- ery area, which includes capacity, availability, and service level managements, and discuss the functions provided by Systemwalker Service Quality Coordinator (SSQC) and Systemwalker Availability View (SAView) from the ITIL perspective. An overview of the architecture used to implement these functions is also included. 1. Introduction functions and has been widely accepted in the The IT service management processes of the Japanese IT market. IT Infrastructure Library (ITIL)1) arise from the SAView is a new product that was launched following two core areas: in 2006 and provides visualization of business 1) Service support: Processes related to the service availability. daily operation and support of an IT service SSQC and SAView can be positioned as 2) Service delivery: Long-term planning and products that play a supporting role in imple- improvement processes related to IT service menting the following management processes provision that fall under the ITIL service delivery core In this paper, we mainly discuss the service area: delivery part of these two core areas, which con- 1) Capacity management tains the processes used to maintain the high 2) Availability management quality of the services provided by an IT system. -
Capacity Management Ensures Proper Utilization of Available Resources and Makes Future Capacity Requirement Available in Cost-Effective and Timely Manner
CCAAPPAACCIITTYY MMAANNAAGGEEMMEENNTT http://www.tutorialspoint.com/itil/capacity_management.htm Copyright © tutorialspoint.com Capacity Management ensures proper utilization of available resources and makes future capacity requirement available in cost-effective and timely manner. Capacity Management is considered during Service Strategy and Service Design phases. It also ensures that IT is sized in optimum and cost-effective manner by producing and regularly upgrading capacity plan. Capacity Manager is the process owner of this process. Capacity Management Activities The following table describes several activities involved in Capacity Management Process: S.N. Capacity Management Activities 1. Producing capacity plans, enabling service provider to continue to provide services of quality defined in SLA. 2. Assistance with identification and resolution of any incident associated with any service or component performance. 3. Understanding customer’s current and future demands for IT resources and producing forecasts for future requirements 4. Monitoring Pattern of Business activity and service level plans through performance, utilization and throughput of IT services and the supporting infrastructure, environmental, data and applications components. 5. Influencing demand management in conjunction with Financial Management 6. Undertaking tuning activities to make the most efficient use of existing IT resources. 7. Proactive improvement of service or component performance Objectives Here are the several objectives of Capacity Management: S.N. Objectives 1. Produce and maintain an appropriate up-to-date capacity plan reflecting the current and future needs of the business. 2. Provide advice and guidance to all other areas of the business and IT on all capacity and performance related issues. 3. To manage performance and capacity of both services and resources. -
Design and Simulation of a Capacity Management Model Using a Digital Twin Approach Based on the Viable System Model: Case Study of an Automotive Plant
applied sciences Article Design and Simulation of a Capacity Management Model Using a Digital Twin Approach Based on the Viable System Model: Case Study of an Automotive Plant Sergio Gallego-García 1,* , Jan Reschke 2,* and Manuel García-García 1,* 1 Department of Construction and Fabrication Engineering, National Distance Education University (UNED), 28040 Madrid, Spain 2 Institute for Industrial Management (FIR), RWTH Aachen University, 52074 Aachen, Germany * Correspondence: [email protected] (S.G.-G.); Jan.Reschke@fir.rwth-aachen.de (J.R.); [email protected] (M.G.-G.); Tel.: +34-682-880-591 (M.G.-G.) Received: 21 October 2019; Accepted: 11 December 2019; Published: 17 December 2019 Abstract: Matching supply capacity and customer demand is challenging for companies. Practitioners often fail due to a lack of information or delays in the decision-making process. Moreover, researchers fail to holistically consider demand patterns and their dynamics over time. Thus, the aim of this study is to propose a holistic approach for manufacturing organizations to change or manage their capacity. The viable system model was applied in this study. The focus of the research is the clustering of manufacturing and assembly companies. The goal of the developed capacity management model is to be able to react to all potential demand scenarios by making decisions regarding labor and correct investments and in the right moment based on the needed information. To ensure this, demand data series are analyzed enabling autonomous decision-making. In conclusion, the proposed approach enables companies to have internal mechanisms to increase their adaptability and reactivity to customer demands. -
Reaching New Heights in Service Management
Reaching new heights in service management Deloitte and ServiceNow Reach new heights in serviceGLOBAL SYSTEMSmanagement INTEGRATOR PARTNER1 Contents The rise of service management....................................2 Deloitte and ServiceNow offerings ........................... ....3 Why us? ....................................................................... 4 ServiceNow – HR Automation Tool. ........................... ...6 ServiceNow – Mobile Ordering Application. ............... ..8 ServiceNow – Global Events Management Application ........................................... 10 Reach new heights in service management 2 The rise of service management Deloitte and ServiceNow offerings When it comes to service management, business leaders continue to We can provide you with the full breadth of ServiceNow offerings, face three primary challenges: meeting spiraling customer demands, from strategy to implementation and managed services: managing rising complexity in their service delivery models and working with increasingly constrained budgets. Strategize and plan • ServiceNow Readiness Assessment In light of these realities, organizations that want to deliver an • ServiceNow Strategy & Roadmap exceptional client experience are coming to realize that their service • ServiceNow Service Management Operational Framework management capacity needs to evolve. For many organizations, this means equipping themselves with tools that enable them Design and develop to seamlessly deliver services, while reaching new heights in • ServiceNow Implementation -
Capacity Planning Practices Guide
CDC UNIFIED PROCESS PRACTICES GUIDE CAPACITY PLANNING PRACTICES GUIDE Purpose The purpose of this document is to provide guidance on the practice of Capacity Planning and to describe the practice overview, requirements, best practices, activities, and key terms related to these requirements. In addition, templates relevant to this practice are provided at the end of this guide. Practice Overview Capacity is defined as the maximum amount or number that can be received or contained. For example, the amount of data that a computer hard disk can store is the disk’s capacity. The maximum possible data rate received over a communication channel under ideal conditions is its capacity. Capacity can also refer to non-technical things such as the maximum amount of work that an organization is capable of completing in a given period of time or the maximum number of people that can physically occupy a room. Discrepancies in capacity and demand results in inefficiencies associated with either under-utilized resources or unmet user demand. The goal of capacity planning is to minimize this discrepancy and to provide satisfactory service levels in a cost-efficient manner. The Information Technology Infrastructure Library (ITIL) defines capacity management as supporting the optimum, and cost effective, provisioning of services by helping organizations match their resources to the business demands. Capacity planning doesn’t always mean planning for periods of peak demand. Capacity requirements can vary greatly from times of peak demand to times of limited demand. As a result their may be drastic differences in the resources required to maintain normal operations during periods of peak demand. -
An IT Service Management Literature Review: Challenges, Benefits, 1
information Review An IT Service Management Literature Review: Challenges, Benefits, Opportunities and Implementation Practices João Serrano 1, João Faustino 1,*, Daniel Adriano 1,Rúben Pereira 1 and Miguel Mira da Silva 2 1 Department of Information Science and Technology, Instituto Universitário de Lisboa (ISCTE-IUL), 1649-026 Lisboa, Portugal; [email protected] (J.S.); [email protected] (D.A.); [email protected] (R.P.) 2 Instituto Superior Técnico, University of Lisbon, 1049-001 Lisboa, Portugal; [email protected] * Correspondence: [email protected] Abstract: Information technology (IT) service management is considered a collection of frameworks that support organizations managing services. The implementation of these kinds of frameworks is constantly increasing in the IT service provider domain. The main objective is to define and manage IT services through its life cycle. However, from observing the literature, scarcely any research exists describing the main concepts of ITSM. Many organizations still struggle in several contexts in this domain, mainly during implementation. This research aims to develop a reference study detailing the main concepts related with ITSM. Thus, a systematic literature review is performed. In total, 47 articles were selected from top journals and conferences. The benefits, challenges, opportunities, and practices for ITSM implementation were extracted, critically analysed, and then discussed. Keywords: IT service management; systematic literature review; benefits; challenges; opportunities; implementation practices Citation: Serrano, J.; Faustino, J.; Adriano, D.; Pereira, R.; da Silva, M.M. An IT Service Management Literature Review: Challenges, Benefits, 1. Introduction Opportunities and Implementation Nowadays, for most companies, information technology (IT) is one of the most im- Practices. -
Implementing Capacity Management: a Journey Into the Unknown
SESSION 703 Friday, November 4, 9:00 AM - 10:00 AM Track: The Generalist Implementing Capacity Management: A Journey Into the Unknown Malcolm Gunn Capacity and Availability Lead,Soprasteria [email protected] Session Description What if we told you that there's a process waiting to be unleashed that can take ITSM from reactive to proactive? One that results in less down time and increased cost savings while making sure processing power and storage are ready and waiting when your business needs it? This hidden gem is called business capacity management, and this session will show you how to implement and grow this process to deliver real business benefits. (Experience Level: Fundamental) Speaker Background Malcolm Gunn is well versed in implementing and developing ITIL processes, having worked with internal supply chains and IT outsourcing companies. Working initially in the reactive areas, he realized that if a proactive process could be effectively implemented and aligned to critical business goals, ITSM could become the game changer it was always meant to be. Malcolm is a firm believer that capacity management is one of those key proactive building blocks. Session 703 Capacity Management A Journey Into The Unknown Malcolm Gunn Background •Retail Banking •Commercial Banking •Service Management •IT Outsourcing Why Capacity Management 6 We all Capacity Manage Capacity Management Vs Monitoring and Alerting “We have monitoring and alerting in place across the estate” “I’m not going to paying twice for the same thing” “We’re cloud based, capacity -
Introduction to Materials Management
Introduction to Materials Management SIXTH EDITION J. R. Tony Arnold, P.E., CFPIM, CIRM Fleming College, Emeritus Stephen N. Chapman, Ph.D., CFPIM North Carolina State University Lloyd M. Clive, P.E., CFPIM Fleming College Upper Saddle River, New Jersey Columbus, Ohio Editor in Chief: Vernon R. Anthony Acquisitions Editor: Eric Krassow Editorial Assistant: Nancy Kesterson Production Editor: Louise N. Sette Production Supervision: GGS Book Services Design Coordinator: Diane Ernsberger Cover Designer: Jeff Vanik Production Manager: Deidra M. Schwartz Director of Marketing: David Gesell Marketing Manager: Jimmy Stephens Marketing Assistant: Alicia Dysert This book was set by GGS Book Services. It was printed and bound by R. R. Donnelley & Sons Company. The cover was printed by Phoenix Color Corp. Copyright © 2008, 2004, 2001, 1998, 1996, 1991 by Pearson Education, Inc., Upper Saddle River, New Jersey 07458. Pearson Prentice Hall. All rights reserved. Printed in the United States of America. This publication is protected by Copyright and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions Department. Pearson Prentice Hall™ is a trademark of Pearson Education, Inc. Pearson® is a registered trademark of Pearson plc. Pearson Hall® is a registered trademark of Pearson Education, Inc. Pearson Education Ltd. Pearson Education Australia Pty. Limited Pearson Education Singapore Pte. Ltd. Pearson Education North Asia Ltd. Pearson Education Canada, Ltd. Pearson Educación de Mexico, S.A. de C.V. Pearson Education—Japan Pearson Education Malaysia Pte. -
Business Process Management System Using SOA
Advances in Computational Sciences and Technology ISSN 0973-6107 Volume 10, Number 5 (2017) pp. 1457-1462 © Research India Publications http://www.ripublication.com Business Process Management system using SOA V.Kavitha1, Dr. V. Dhayalan2 and Dr. P. Shanmugapriya3 1 Asst. Prof. Dept. of Computer Science & Engg. Sri Sai Ram Engineering College, Chennai 600 044, Tamil Nadu, India. Research Scholar, SCSVMV University 2 Asst. Prof. Dept. of Management Studies, Sri Sai Ram Engineering College, 3 Assoc. Prof, SCSVMV University, Kanchipuram 631501, Tamil Nadu, India. Abstract In modern enterprises, dynamic process management is one of the biggest challenge. By integrating Service oriented architectures with latest technologies and Business process management tools the above stated problem can be satisfied significantly. However, the dynamism is limited by number of factors. To implement process management successfully, five factors are identified. The identified factors are strategy, optimization and process management, process and IT architecture, project management and standards and measurements. Each of these factors is described and also the logical relationship interrelationship between these factors also discussed. This paper also discuss about the design, develop and implement stages of service architecture for a business process management system for virtual shopping service. Keywords: Service oriented architecture, Business Processes management (BPM), Success factors, success model, BPM implementation. 1. INTRODUCTION The increasing globalization and ongoing changes in business market situation requires Enterprises to adapt their processes in a flexible manner to satisfy the emerging requirement across the borders. Enterprises can not make agreements for long durations. In this dynamic environment, all enterprises requires well-organized 1458 V.Kavitha, Dr.