Methodology for PCN Analysis Developing PCN analysis charts-methodology The summary of the PCN analysis methodology is based on number of publications (Sampson and Froehle 2006, Sampson 2012, Sampson 2014) which have been summarised into the procedure below. The aim is to visualise interactive processes in place process steps appropriate region PCN diagram. 1. Identify the process to analyse, the unit of analysis is the process or process segment or sub process. This is not usually an organisation. List the process purpose, start and endpoint. 2. Identify the process entities, one entity will be the customer and the other a supplier/provider. Several diagrams can be used to create value network to illustrate customer supplier relationships visualised through process steps. 3. Record the process steps, this will include the start and end points of processes or sub processes, in most cases the start point will be an identified customer need and the end the fulfilment of that need. 4. Record the intermediate process steps, process steps between the start and finish are identified. Process steps are described with a ‘noun’ and ‘verb’ configuration to illustrate active process steps. Process charting symbols can be used on the diagrams to illustrate the nature of the process steps. The process steps are joined by arrows indicating direction and dependency (these may or may not involve product or information flows). These steps can cross process domains to illustrate interactions or dependencies between entities. 5. Review the process on the diagram, and compare with the observed data and interviewee comments on process operations. Explore interactive process steps and their location in the appropriate region diagram (independent processing, surrogate interaction and direct interaction). Amend process steps if required. 6. Review process diagram with process or manager to validate and confirm. 7. Identify process changes, improvements and strategic process positioning. Example of a completed process segment for ‘Return Items’ Pearce, S.R., 2016. Self-service systems design for efficiency and effectiveness: an empirical study (Doctoral dissertation, University of Surrey). Additional steps to determine value proposition and potential for the customer. 8. Identify the steps where the customer receives benefits (fulfils a need, receives item, receives benefit), use a symbol () to annotate these steps. Identify steps where the customer received dis-benefit, non-monetary costs and inconvenience with a symbol (). These annotations indicate the processes value proposition to the customer. It provides a way to identify changes to the value proposition or value potential. 9. Identify the steps where the provider receives benefits, (receives benefit, meets a need always compensated financially) allocate a symbol (+£) to the steps. Where the provider incurs costs (labour, component costs, capacity etc.) a (-£) is used. The symbols given idea of the profit of value impact of the process based on its current configuration. Provides a useful way to determine provider improvements to the process segments. 10. Environmental/layout and other considerations, the chart can also be annotated with other symbols to illustrate other process step implications and conditions. This can include physical location, decor, comfort, visibility, environmental impact etc. this accomplishes the same purpose as service blueprinting (Bitner, Ostrom et al. 2008) to illustrate physical evidence or other process step implications. 11. Time and Delay, in a similar way to steps 8,9 & 10, PCN analysis can be annotated with time symbols or precise measurements of process and process step cycle times. This can be used understand resources, roles, delays and opportunities for reducing cycle times. Pearce, S.R., 2016. Self-service systems design for efficiency and effectiveness: an empirical study (Doctoral dissertation, University of Surrey). Additional steps to comparing/contrasting processes or to design new processes. There are many additional steps once a basic chart has been developed, these include: Comparing the impact of moving from one configuration of process to a different configuration that involves changes to customer and provider roles. Understanding the service process outcome for the provider in terms of efficiency, effectiveness, customisation and economies of scale Strategic process positioning for competitive advantage, changing value propositions and visualising service concepts. Designing new processes and process improvement Understanding where interactions take place, designing service encounters these encounters Pearce, S.R., 2016. Self-service systems design for efficiency and effectiveness: an empirical study (Doctoral dissertation, University of Surrey). Bitner, M. J., A. L. Ostrom and F. N. Morgan (2008). "Service blueprinting: A practical technique for service innovation." California Management Review 50(3): 66-+. Sampson, S. E. (2012). "Visualizing Service Operations." Journal of Service Research 15(2): 182-198. Sampson, S. E. and C. M. Froehle (2006). "Foundations and implications of a proposed Unified Services Theory." Production and Operations Management 15(2): 329-343. Sampson, S. E. D. (2014). Essential of Service Design and Innovation. Utah, Marriott School of Management, Brigham Young University. Pearce, S.R., 2016. Self-service systems design for efficiency and effectiveness: an empirical study (Doctoral dissertation, University of Surrey).