Usability of Processes in Service Businesses

Bob Moll, Thursday, July 13, 2006 @ 4:20 pm

Why are service processes often frustrating? My theory is that most of the time they are created, but not crafted. They are often not subjected to the Deming philosophy of constant measure and improve, or even the more casual evaluation of “is this a process I would feel good about recommending to a friend?”

For example, I recently had an interesting experience trying to get a refund for an airline ticket. I waited in a customer service line, only to get a phone number to call. Then I called the number, and the office wasn’t open. Thankfully, the agent had written the refund number on a brochure that had another number for reservations. I called that number (they were open) and got my refund.

It is not difficult to create a business process. To craft one, however, takes an approach. That approach should incorporate a few insights. First, things that look easy often are not easy because of the exceptions. A good process is made robust by pitting it up against the possible exception paths to see if it still holds up. A refund system should take into account I may call it at 10:00 pm, not during normal hours. Second, a good process should be comfortable. I don’t feel comfortable waiting in line to get a phone number. It feels like I’m doing all the work. Third, the process should be efficient. Don’t send me to customer service to get a phone number, just give me the number.

Usability guru Jakob Nielsen points out the importance of “designing workflow” as opposed to merely “automating processes.” Yet we can all cite examples where workflow was clearly not designed. There is a great strategic potential here for companies to gain a competitive edge and grow customer satisfaction. 

Related posts:

1. Usability testing in the agile environment: an overview
2. iPhone Usability: More Taps, Less In My Head
3. Virtual Usability Testing
4. Designing Self-Organizing Business Structures
5. Agile Usability Testing

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