17
Mar

SLA

Escrito el 17 marzo 2009 por José Luis Fernández en Lean Services

Since a service is a process, Service Level Agreements in service-provider environments/networks provide a base for relation between different companies, functional areas or business and consumers.
SLAs rely on a set of KPIs (Key Perfomance Indicators) and a set of communication protocols. Nevertheless many processes are bidirectional, that is, service-provider pattern works in two ways then we find the OLA (Operating Level Agreement).
Current service networks are built from many independent subsystems or companies linked by these protocols.
I am interested in understanding the nature and potential of these links and how they are evolving as well as to answer some questions as:
Do we know to apply them in any sector/area?
Is the KPIs architecture design critical?
Is SLA/OLA enough for a healthy relationship?
How to evolve service indicators when conditions change?
Few and clear conditions or many & complex?
Are there tricky SLAs?
Asymmetric vs symmetric environments?
How current crisis affects SLAs? We have seen that some consumer retailers are squeezing suppliers; will it be a successful strategy in any case?
How to articulate SLA in Business to Consumer environments?
Do SLAs limit the continuous improvement?

Comentarios

piero allegrini 22 marzo 2009 - 00:05

Service maintenance is a good area where it is applying. When we speak about global service maintenance, we consider an agreement where the service provider take over the full responsibility of the client’s production plant, included the maintenance personnel of the client is transfered to the provider. The contract is bases on plant performance improvement, with several KPI, defined by provider and client together, and a bonus/penalty policy. The provider have to implement a proper automatic computerized system to collect and calculate KPI, according with the client. The usual KPI are availability, OEE, maintenance cost, safety. This partnership is generally built starting with a due diligence of the client’s plant with open book analysis. The feasibility study and start up phases last about 8 months.

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