Service Storming and Dragon Lines
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This service blueprint summarizes the patient experience at a neurology clinic. It outlines the key touchpoints and steps in the patient journey, from sign-in at the front desk through check-out. It maps both visible interactions like waiting in exam rooms as well as backstage activities like staff reviewing patient charts. The goal is to design an efficient process that provides a positive experience for patients at each step.
Service Storming and Dragon Lines
- 1. SERVICE STORMING AND DRAGON LINES (From Acting to Action) Jared Cole | @coffeekid Jamin Hegeman | @jamin
- 2. SCHEDULE 2:00-2:15 Introduction 2:15-3:15 Acting 3:15-3:30 Discussion 3:30-3:45 Break 3:45-4:00 Service Blueprint Overview 4:00-5:00 Service Blueprint Exercise 5:00-5:30 Q&A 2
- 3. ey used to only ask for this. 3
- 4. now they want more! 4
- 5. CHALLENGE How do we use our design skills to help organizations orchestrate experiences and interactions across touchpoints and time? 5
- 7. Service Storming A collaborative activity, focused on the generation of new service experience concepts through acting. 7
- 8. 8
- 9. Science of Service Storming Engaging in physical expression activates different parts of your brain, helping you to think in new ways. 9
- 10. Art of Service Storming Service delivery is a performance. If your performance connects with the audience, you might be on to something. 10
- 11. e Rules No Sitting. No Pitching. 11
- 12. Experience Principles Hidden Treasure Ideal state. What if... 10 minutes Voting Booth Voting | Taxes | DMV Think across space, time, + products, and people. Act it Out Day Spa 20 minutes 3 scenes 3 touchpoints 2 minutes 12
- 13. How can this help me? 13
- 14. Break
- 15. Dragon Lines
- 16. Dragon Lines To determine feng shui, the ancient Chinese would run down a hill to find the natural flow. We are going to map that flow through service blueprinting. 16
- 17. SERVICE BLUEPRINT A blueprint is an operational tool that describes the nature and the characteristics of the service interaction in enough detail to verify, implement, and maintain it. 17
- 18. 134 Harvard Business Review January-February 1984 Exhibit I Blueprint for a comer shoeshine StarKlard Brush execution time shoes 2 minutes Total acceptable execution time 5 minutes Une of Faciiitating services vialblllty and products Not seen Select by customer and purchase but necessary supplies to perfonnance There are several reasons for the lack of Good and lasting service management requires muc h analytical service systems designs. Services are more. Better service design provides the key to market unusual in that they have impact, but no form. Like success, and more important, to growth. 18 light, they
- 19. Where in the process? research Ideation Journey Storyboard Blueprint Touchpoints 19
- 20. Building Blocks Customer Actions Touchpoints Staff Actions Line of Visibility Back Stage Staff Support Processes Time 20
- 21. Example Customer orders a hamburger Customer waits Customer feels cared for Customer receivers order Dinner menu Conversation Hamburger Server records Server checks on Server delivers order on customer hamburger Notepad Server enters Chef receives Chef delivers order into order and makes hamburger to system burger server Hamburger Order system ingredients 21
- 22. Iteration Customer orders a hamburger Customer waits Customer feels cared for Customer receivers order Dinner menu Conversation Hamburger Server records Server checks on Server delivers order on iPad customer hamburger Chef receives Chef delivers order and makes hamburger to burger server Order system iPad app Hamburger ingredients 22
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- 24. http://tinyurl.com/cdw6ya 24
- 25. Service Blueprint of Presby Neuro Clinic PHYSICAL Front Waiting Front Waiting Front Hallway Exam MRI & Exam MRI & Door Tag Waiting Check-out EVIDENCE Desk Room Desk Room Desk Room Chart Room Chart Room Room Check-out, PATIENT Sign In Wait Check-in Wait Responds Follow to Wait in Answer Wait Ask Return Wait Pay, & ACTIONS Exam Rm Exam Rm Questions Questions Door Tag Leave Line of Interaction ? ? ? ? ? ONSTAGE Call Escort to Check Meet Dr. Process & CONTACT Welcome Process Patient Exam Rm Vitals & Kassam Check-out Ask Quest PERSON Line of Visibility BACKSTAGE Get See Other Grab Check Place in Take See Other See Other See Other CONTACT Patient Patients Patients Door Tag Patients Patient Kassam Away Patients PERSON Chart Location Bin Chart Brings Chart in Grab Kassam Door Tag To Be Chart Gets Quick Back Seen Bin from Bin Review Chart Write Rm Check Taken by # on Patient Dictation Staff Schedule Location Line of Internal Interaction SUPPORT Records/ Bin Chart Records/ Debbie’s Door Tag Schedule Storage Database Database System PROCESSES Chart Cart System System System System System 25
- 26. Purpose Provide a human-centered perspective Prototype the service Visualize all the pieces Communicate across silos Prioritize projects 26
- 27. Blueprinting Activity 60 Minutes Paper & Post-Its 27
- 28. Example Customer orders a hamburger Customer waits Customer feels cared for Customer receivers order Dinner menu Conversation Hamburger Server records Server checks on Server delivers order on customer hamburger Notepad Server enters Chef receives Chef delivers order into order and makes hamburger to system burger server Hamburger Order system ingredients 28
- 29. Tips
- 30. Determine your scale Service journey blueprint blueprint blueprint blueprint 30
- 31. Decide your fidelity Post its excel illustrator 31
- 32. Start, stop, continue gap current state blueprint future state blueprint 32
- 33. Orchestrate implementation single touchpoint Coordinated touchpoints 33
- 34. Work with others marketing process engineering business change management Technology 34
- 35. e Future of Blueprints
- 36. 36
- 37. Dialing IBM-HELP to get assistance with Lotus Notes Carrie Chan | IBM T.J Watson Research Center, Hawthorne NY | 6.15.07 Blueprinting ideas v.4 service evidence problem with Lotus Lotus Notes Ticket number Notes Mail and Mail and Calendar syncing Calendar syncing works customer steps DIAL NAVIGATE PRE-RECORDED MENU TALK TO AGENT WAIT FOLLOW AGENT’S STEPS TO SOLVE PROBLEM PROBLEM HANG UP? SOLVED hazard line Dislike calling call centers how long am i being onstage put on hold for? i’m pressing ‘3’ and nothing is happening... 6D1511 is before 6A1511 in the menu choices... did I hear is he even listening to 6D1511 correctly? me? he seems to be what is a ticket number? he’s assuming i know all the typing a lot. and not customer’s journey IBM language even though I’ve paying attention. repeatedly told him I was new finally, the agent is back he’s talking really fast he’s apologizing for soft- ware malfunction - is this the same problem i was just having? or should i be worrying about something else? he solved the problem! line of of visibility area visibility representative service Give introductory speech. Ask for employee serial Present customer with menu options to Introduce yourself. Ask customer what Look up information regarding Ask what error message Proceed to follow steps outlined in documentation. Confirm that the Ask customer to write down the ticket number. number. redirect call. Apologize for software problem they’re having. Lotus Notes Mail and Calendar the customer is getting. customer’s problem Email this ticket number to the customer. script malfunction. syncing on database. is solved. Redirect call after customer inputs a Thank customer for calling IBM HELP. choice. Ask if they are on or Ask if the customer off site. has any other problems. provider’s steps backstage WAIT FOR CALL DIRECT CALL TO PROPER DEPT. INTRODUCTION GET PROBLEM FIND SOLUTION TO PROBLEM WALK CUSTOMER THROUGH PROBLEM SOLUTION CONCLUDE GIVE TICKET NUMBER application backstage processes P P P P P P P P P P P P P P support implementation account executives product executives (BTO) operational executives (SO) thinkcarrie.com Living with Complexity, Donald Norman 37
- 38. http://bit.ly/SK4HHU Damaris Sepulveda | @shizada 38
- 39. Extra tip: Play! 39
- 40. ese activities will help you... Design across touchpoints Design across channels Design across experiences meet the future needs of design 40
- 41. ank you! CONTACT RESOURCES JARED COLE SERVICE DESIGN NETWORK jared@adaptivepath.com | @coffeekid service-design-network.org JAMIN HEGEMAN SERVICE DESIGN TOOLS jamin@adaptivepath.com | @jamin servicedesigntools.org DESIGN FOR SERVICE designforservice.wordpress.com SERVICE DESIGN DRINKS AND EVENTS servicedesigning.org SF SERVICE DESIGN DRINKS @servicedesignsf 42