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Product Service Systems for Social Manufacturing: A new service system with multi-provider
9th IFAC Conference on Manufacturing Modelling, Management and 9th IFAC Conference on Manufacturing Modelling, Management and Control Available online at www.sciencedirect.com 9th IFAC Conference Conference on on Manufacturing Manufacturing Modelling, Management and 9th IFAC Modelling, Management and Control Berlin, Germany, August 28-30, 2019 9th IFAC Conference on Manufacturing Modelling, Management and Control Control Berlin, Germany, August 28-30, 2019 Control Berlin, Germany, Germany, August August 28-30, 28-30, 2019 2019 Berlin, Berlin, Germany, August 28-30, 2019
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Product Service Systems for Social Manufacturing: A new service system with Product Service Systems for Social Manufacturing: A new service system with multi-provider Product Manufacturing: A new new service service system system with with Product Service Service Systems Systems for for Social Social Manufacturing: A multi-provider multi-provider multi-provider Wei Guo*, Pingyu Jiang* Wei Guo*, Pingyu Jiang* Wei Guo*, Guo*, Pingyu Jiang* Jiang*Systems *State Key Laboratory for Manufacturing Engineering Wei Pingyu Wei Guo*, Pingyu Jiang*Systems *State KeyXi'an, Laboratory for Manufacturing Engineering Xi'an Jiaotong University, China ([email protected]; [email protected]). *State Key Laboratory for Manufacturing Systems Engineering *State Laboratory for Xi'an Jiaotong University, China ([email protected]; [email protected]). *State Key KeyXi'an, Laboratory for Manufacturing Manufacturing Systems Systems Engineering Engineering Xi'an Jiaotong University, Xi'an, China ([email protected]; [email protected]). Xi'an Jiaotong University, Xi'an, China ([email protected]; [email protected]). Xi'an Jiaotong University, Xi'an, China ([email protected]; [email protected]).
Abstract: Product-Service System (PSS) business model drives the outputs of the enterprises from Abstract: (PSS) model drives outputs of the from products to Product-Service product-services,System in which they business can get considerable andthe stable revenues andenterprises their customers Abstract: Product-Service System (PSS) business model drives the outputs of the enterprises from Abstract: Product-Service System (PSS) business model drives the outputs of the enterprises from products to product-services, in which they can get considerable and stable revenues and their customers Abstract: Product-Service System due (PSS) model service drives the outputs and of the enterprises from can be satisfied totally. However, to business the get increasing complexity labor cost,customers isolated products to product-services, in which they can considerable and stable revenues and their products to product-services, in which they can get considerable and stable revenues and their customers can be satisfied totally. However, due to the increasing service complexity and labor cost, isolated products to may product-services, inprovide which they cancycle get considerable and stable revenues andthis their customers enterprises not be able to the life PSS for the customers. For solving problem, we can be satisfied satisfied totally. However, duetheto to the thecycle increasing service complexity and labor labor cost, isolated can be totally. However, due increasing complexity and cost, isolated enterprises may not be able tomanufacturing provide PSS which forservice thestrengthens customers. For socialized solving this problem, we can be satisfied totally. However, due tolife the increasing service complexity and labor cost, isolated introduced the idea of social (SocialM), the manufacturing enterprises may not be be able to tomanufacturing provide the the life life(SocialM), cycle PSS PSS which for the thestrengthens customers. the For socialized solving this this problem, we we enterprises may not able provide cycle for customers. For solving problem, introduced the idea of social manufacturing enterprises may not be able to provide the life cycle PSS for the customers. For solving this problem, we resources tothecollaborate for covering whole stages which of product life cycle with aggregated resource introduced idea of social manufacturing (SocialM), strengthens the socialized manufacturing introduced the idea of social manufacturing (SocialM), which strengthens the socialized manufacturing resources to collaborate for covering the whole stages of product life cycle with aggregated resource introduced the idea of social manufacturing (SocialM), which strengthens the socialized manufacturing capabilities. To integrate the idea with PSS, a novel service paradigm called PSSwith for SocialM is proposed resources to collaborate for covering the whole stages of product life cycle aggregated resource resources to To collaborate for covering the whole stages of product life cycle aggregated resource capabilities. integrate the with PSS, a novel service called PSSwith for SocialM is proposed resources collaborate for covering the stages of paradigm product cycle with aggregated resource to realize tocollaborative andidea alliance of whole services. In this paper, life the implementing architecture and capabilities. To integrate the idea with PSS, a novel service paradigm called PSS for SocialM is proposed capabilities. To integrate the idea with PSS, a novel service paradigm called PSS for SocialM is proposed to realize collaborative and alliance of services. In this paper, the implementing architecture and capabilities. To integrate the idea with PSS, ademonstrated. novel service A paradigm called PSS for SocialM is proposed operational logic of PSS for SocialM are practical case is analyzed to validate the to realize collaborative and alliance of services. In this paper, the implementing architecture and to realize collaborative and alliance of services. In this paper, the implementing architecture operational logic of PSS for SocialM are demonstrated. A practical case is analyzed to validate the to realize and collaborative andof alliance of services. In this©paper, the implementing architecture and and feasibility effectiveness PSS for SocialM. Copyright 2019 IFAC operational logic of PSS for SocialM are demonstrated. A practical case is analyzed to validate the operational logic of PSS for SocialM are demonstrated. A practical case is analyzed to validate feasibility and effectiveness of PSS for SocialM. Copyright © 2019 IFAC operational logic of PSS for SocialM are demonstrated. A practical case is analyzed to validate the the feasibility and effectiveness of PSS for SocialM. Copyright © 2019 IFAC feasibility and effectiveness of for Copyright © 2019 IFAC © 2019, IFAC (International Federation Automatic Control) by Elsevier Ltd. All rights reserved. Keywords: product-service manufacturing, service modeling feasibility and effectivenesssystem, of PSS PSS social for ofSocialM. SocialM. Copyright ©Hosting 2019 IFAC Keywords: product-service system, social manufacturing, service modeling Keywords: product-service system, social manufacturing, service modeling Keywords: service Keywords: product-service product-service system, system, social social manufacturing, manufacturing, service modeling modeling labor reserve may increase economic burden of the 1. INTRODUCTION labor reserve may increase burden of the enterprises, and insufficient laboreconomic reserve may not satisfy the 1. INTRODUCTION labor reserve may increase economic burden of the labor reserve may increase economic burden of the enterprises, and insufficient labor reserve may not satisfy the 1. INTRODUCTION labor reserve may increase economic burden of requirements when more labor is required. 1. INTRODUCTION Goedkoop et al. (1999) proposed the prototype of PSS in the enterprises, and insufficient labor reserve may not satisfy the 1. INTRODUCTION enterprises, and insufficient labor reserve may not satisfy the requirements when more labor is required. and insufficient labor reserve may not satisfy the Goedkoop et al.Dutch (1999)government. proposed theThe prototype in has the enterprises, report for the conceptof ofPSS PSS more labor is required. requirements when more is Goedkoop et al. al.Dutch (1999)government. proposed the theThe prototype ofof PSS in has the requirements Goedkoop et (1999) proposed prototype of PSS in the 3. Challenge when on complex service. Due to the incensement of requirements when more labor labor is required. required. report for the concept PSS Goedkoop et al. (1999) proposed the prototype of PSS in the been constantly evolving, and can be understood as a system 3. Challenge on complex service. Due to the report for the Dutch government. The concept of PSS has report for the Dutch government. The concept of PSS has product-service complexity and expertise, theincensement PSPs have of to been constantly evolving, and cannetworks be understood as aPSS system 3. Challenge Challenge on oncomplexity complex service. service. Due to to the the incensement of report for theservices, Dutch government. The concept of has product-service 3. complex Due incensement of products, supporting and infrastructure and expertise, the PSPs have of to been constantly evolving, and can be understood as a system 3. Challenge on complex service. Due to the incensement of been constantly evolving, and can be understood as a system manage and control all the detailed process of a productof products, services, supporting and infrastructure product-service complexity and expertise, the of PSPs have to to been constantly evolving, and cannetworks be requirements understood asand a system product-service complexity expertise, the have which is able to satisfy customer have manage and control theand detailed process a productof products, services, supporting networks and infrastructure complexity and expertise, the PSPs PSPs have to service. Moreover, theall PSPs cannot concentrate on the core of products, services, supporting networks and which is able to satisfy customer requirements and have product-service manage and control all the detailed process of a productof products, services, supporting networks and infrastructure infrastructure manage and control all the detailed process of a productlower environmental impact than the traditional business service. Moreover, the PSPs cannot concentrate on the core which is able to satisfy customer requirements and have manage and control all the detailed process of a productthat represent the corecannot competency of the on PSPs. which is able to customer requirements have services lower environmental impact than the traditional and business service. that Moreover, thethe PSPs concentrate the core core which is(Mont able 2002). to satisfy satisfy customer requirements and service. the concentrate the models The most obvious characteristic of have PSS services represent corecannot competency of the on PSPs. lower environmental impact than the traditional business service. Moreover, Moreover, the PSPs PSPs cannot concentrate on the core lower environmental impact than the traditional business models (Mont 2002). The most obvious characteristic of PSS services that represent the core competency of the PSPs. lower environmental from impact than selling the traditional business services that represent the core competency of the PSPs. is the transformation product to product-service All thesethatchallenges arecore hindering the development models (Mont 2002). 2002). from The most most obvious characteristic of PSS PSS services represent the competency of the PSPs. and models (Mont The obvious characteristic of is the transformation product selling to product-service models (Mont 2002). The most obvious characteristic of they PSS All these challenges are to hindering the development and providing. In this way, customers can obtain the results transformation of the PSPs a higher level. is the transformation from product selling to product-service All these challenges are hindering the development and is the transformation from product selling to product-service All are the providing. In paying this way, customers can obtain theenterprises results they is thewithout transformation from product selling to of the PSPs a higher level. need for tangible products, andproduct-service or transformation All these these challenges challenges are tohindering hindering the development development and and providing. In this way, customers can obtain the results they transformation of the PSPs to a higher level. providing. In this way, customers can obtain the results they of the PSPs to aa higher level. need without for tangible products, andthe enterprises or transformation providing. In paying this can way, customers can obtain results they service providers obtain sustainable profits by continuous transformation of the PSPs to higher level. 2. INTEGRATION OF PSS AND SOCIALM need without without paying for tangible products, and by enterprises or need paying tangible products, and or service providers can for obtain sustainable profits continuous need without paying for tangible products, and enterprises enterprises or 2. INTEGRATION OF PSS AND SOCIALM relationship with customers. service providers can obtain sustainable profits by continuous service providers can obtain sustainable profits by continuous 2. INTEGRATION OF PSS AND SOCIALM relationship with customers. 2. OF PSS SOCIALM service providers can obtain sustainable profits by continuous To tackle these challenges, integrated with various 2. INTEGRATION INTEGRATION OFPSS PSS AND AND SOCIALM relationship with customers. relationship with customers. To tackle these challenges, PSS integrated with various Nowadays, enterprises have realized that PSS is a sustainable relationship with customers. techniques in PSS design, operation and management, such To tackle tackle in these challenges, PSS integrated integrated with various various Nowadays, enterprises have realized that promoting PSS is a sustainable To these PSS with PSSchallenges, design, operation andand management, such and powerful tool for getting profits and customer techniques To tackle these challenges, PSS integrated with various as life cycle oriented technical (Aurich DeVries 2004), Nowadays, enterprises have realized that PSS is a sustainable Nowadays, enterprises have realized that PSS is techniques inoriented PSS design, design, operation andand management, such and powerful toolwhen for getting profits promoting customer techniques in operation and management, such Nowadays, enterprises have realized that PSS components is aa sustainable sustainable life cycle technical (Aurich DeVries 2004), satisfaction, only products and and services are as techniques in PSS PSS design, operation and 2011), management, such modular development (Wang et al. knowledge and powerful tool for getting profits and promoting customer and powerful tool for getting profits and promoting customer as life cycle oriented technical (Aurich and DeVries 2004), satisfaction, only when products and services components are as life cycle oriented technical (Aurich and DeVries 2004), and powerful tool for getting profits and promoting customer modular development (Wang et al. 2011), knowledge designed and integrated from the early phases of the lifecycle. as life cycle oriented technical (Aurich and DeVries 2004), Akasaka (Wang et al. et 2012) and knowledge satisfaction, only when products products and services components are management satisfaction, only when services are modular development development al. 2011), 2011), knowledge designed andtransform integrated fromproduct theand early phasescomponents of the modular (Wang al. knowledge satisfaction, only whenfrom products and services components are management et However, al. et and knowledge They try to manufacturer to lifecycle. productmodular development (Wang et 2012) al. the 2011), reuse(Zhang etAkasaka al. 2012). integration just designed and integrated from the early phases of the lifecycle. designed and integrated from the early phases of the lifecycle. management Akasaka et al. 2012) and knowledge They try to transform from product manufacturer to productmanagement Akasaka et al. 2012) and knowledge designed and integrated from the early phases of the lifecycle. etAkasaka al. 2012). the and integration just service provider (PSP). However, the process of reuse(Zhang management et However, al. 2012) knowledge satisfied some aspect of PSS development, it needs They try to transform from product manufacturer to productThey try to transform from product manufacturer to productreuse(Zhang et al. 2012). However, the integration just service provider (PSP). However, the and process of satisfied reuse(Zhang et al. 2012). the just They try to transform from manufacturer to obstacles productsome aspect of However, PSS it needs transformation is faced withproduct various challenges reuse(Zhang etimprovements al. 2012). However, the integration integration just comprehensive for thedevelopment, challenges. service provider (PSP). However, the process of service provider (PSP). However, the process of satisfied some aspect of PSS development, it needs transformation is faced with various challenges and obstacles satisfied some aspect of PSS development, it needs service provider (PSP). However, the process of comprehensive improvements for the challenges. such as labor iscost, service complexity, andandenterprises satisfied some aspect of PSS development, it needs transformation faced with various challenges obstacles transformation is faced with various challenges obstacles comprehensive improvements for the challenges. such as labor complexity, andand comprehensive transformation iscost, faced with various challenges and themselves (Vezzoli et service al. 2015; Martinez, Bastl et enterprises al.obstacles 2010). comprehensive improvements improvements for for the the challenges. challenges. such as labor cost, service complexity, and enterprises such as labor cost, service complexity, and enterprises 2.1 PSS for SocialM themselves (Vezzoli et al. 2015; Martinez, Bastl et al. 2010). such as labor cost, service complexity, and enterprises themselves (Vezzoli et al. 2015; Martinez, Bastl et al. 2010). 2.1 PSS for SocialM themselves (Vezzoli al. Bastl al. 1. Challenge on theet organization. provide 2.1 themselves (Vezzoli etenterprises’ al. 2015; 2015; Martinez, Martinez, Bastl et et To al. 2010). 2010). 2.1 PSS PSS for for SocialM 1. Challenge on PSPs the enterprises’ organization. To provide PSS fortoSocialM SocialM According the challenges mentioned before, a flexible and product-service, must shift their focus to the service 2.1 1. Challenge on the enterprises’ organization. To provide 1. Challenge on the enterprises’ organization. To provide According to the challenges before, flexible and product-service, PSPs must shift their focus to the service 1. Challenge and on the enterprises’ organization. Tosuch provide efficient paradigm should mentioned be introduced to aaenhance the department simplify other departments, as Accordingparadigm to the the challenges challenges mentioned before, flexible and and product-service, PSPs must shift shift their focus to to the thesuch service According to mentioned before, aaenhance flexible product-service, PSPs must their focus service efficient should be introduced to thea department and simplify other departments, as According to the challenges mentioned before, flexible and product-service, PSPs must shift their focus to the service current PSS. Facing the same challenges in manufacturing, manufacturing and sale departments. This may lead to efficientPSS. paradigm should bechallenges introduced to enhance enhance the thea department and andandsimplify simplify other departments, departments, such as efficient paradigm be to department other Facing should the same manufacturing, manufacturing sale departments. may such lead as to current efficient paradigm should be introduced introduced to enhance has the department andenterprise simplify departments, such as new manufacturing mode called social in manufacturing instability of the andother difficult toThis eliminate. current PSS. Facing the same challenges in manufacturing, aa manufacturing and sale departments. This may lead to current PSS. Facing the same challenges in manufacturing, manufacturing and sale departments. This may lead to manufacturing mode called social manufacturing has instability of theand enterprise and difficult toThis eliminate. current PSS. Facing the same challenges in manufacturing, a manufacturing sale departments. may lead to new been proposed (Jiangmode and Ding 2012). It strengthens the selfnew manufacturing called social manufacturing has instability of the enterprise and difficult to eliminate. new manufacturing mode called social manufacturing has instability of and to proposed (Jiang and Ding 2012). It strengthens the self2. Challenge on enterprise labor demand. Services must be consumed been new manufacturing mode called social manufacturing has instability of the the enterprise and difficult difficult to eliminate. eliminate. organization into social communities of socialized been proposed (Jiang and Ding 2012). It strengthens the self2. Challenge on laborbecause demand. Services be consumed been proposed and Ding 2012). the into social communities socialized as they are provided they cannotmust be saved, stored, organization been proposed (Jiang (Jiang and Ding 2012). It It strengthens strengthens the selfselfmanufacturing resources to collaborate for of covering the 2. Challenge on labor demand. Services must be consumed 2. Challenge on labor demand. Services must be consumed organization into social communities of socialized as they are provided because they cannot be saved, stored, organization into social communities socialized 2. Challenge on labor demand. Services be consumed resources to cycle collaborate for of covering the returned, or carried forward forthey later use ormust sale (Kundu et al. manufacturing organization into social communities of socialized whole stages of product life with aggregated resource as they are provided because cannot be saved, stored, as are provided because they cannot be stored, manufacturing to collaborate for covering the returned, or carried forward for later use or sale (Kundu et al. whole manufacturing resources to collaborate for the as they theyDue are provided because be saved, saved, stages(Jiang of resources product life with aggregated resource 2007). to the variation inthey laborcannot requirement, toostored, much manufacturing resources to cycle collaborate for covering covering the capabilities et al. 2016). returned, or carried forward for later use or sale (Kundu et al. returned, or carried forward for later use or sale (Kundu et al. whole stages of product life cycle with aggregated resource 2007). Due to the variation in labor requirement, too much whole stages of product life cycle with aggregated resource returned, or carried forward for later use or sale (Kundu et al. capabilities (Jiang et al. 2016). whole stages of product life cycle with aggregated resource 2007). Due Due to to the the variation variation in in labor labor requirement, requirement, too too much much capabilities (Jiang et al. 2016). 2007). 2007). Due to the variation in labor requirement, too much capabilities capabilities (Jiang (Jiang et et al. al. 2016). 2016).
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In the service area, there are many small and medium enterprises (SMEs) which specialize in providing services (Kowalkowski et al. 2013). Intergrading with the idea of SocialM, the SMEs can be seen as independent PSPs with socialized service resources (SSRs) which are gathered into service communities to provide product-service. In order to solve the problem in PSS and go with the trend of SocialM, we pro-posed a novel paradigm called PSS for SocialM that gathers the SSRs from SMEs into service communities to collaborate for providing product-services. In the context of PSS for SocialM, the SMEs share their service resources and capabilities on a specified platform, and then the SSRs are aggregated into different communities according to the similarity. Once a customer proposes a service order to the platform, suitable communities will be selected and arranged according to their service capabilities, then established a service community network.
power for joining or leaving a community is up to PSPs’ own strategy. Definition 5: Community network. A community is a collection of similar SSRs, so the PSS for SocialM should contain various communities responsible for different product-service phase and process. The relationships among the communities are fuzzy and vague. Community network is a typical relationship network which can be used to express the relationships among communities, such as sequential relations, supporting relation, etc. Definition 6: Service order. Service order can be defined as the results of customer requirements analysis, including service type, service quantity, service capability, order allocation, response time, etc. Due to the intangible feature of service, the operation process of service order and service consumption is synchronous.
2.2 Definitions
3. IMPLEMENTING ARCHITECTURE OF PSS FOR SOCIAL MANUFACTURING
Key definitions are demonstrated to clarify the basic concepts and research boundary of PSS for SocialM.
In order to clarify the concepts and structure of PSS for SocialM, a four-layers implementing architecture of PSS for SocialM is illustrated, as shown in Fig. 1. From the bottom to top, there are resource layer, community layer, organization layer and operation layer. A functional platform of PSS for SocialM is created to manage and control the realization of the implementing architecture.
Definition 1: SSRs. SSRs are defined as a set of the equipments and human resources involved in the processes of services, such as replacement tools, maintenance tools, maintenance staffs, etc. Resource sharing is the core characteristics of SSRs to ensure the efficient and effective use of available service resources under the ever-increasing competitiveness(Samaddar et al. 2005). PSS for SocialM aggregates and clusters the decentralized service resources and capabilities into communities, and also increase the low resource utilization and service efficiency from the information islands(Tao et al. 2017). Definition 2: Service capability. Service capability is defined as the ability of SSRs to operate and complete a specific service to satisfy the service requirements of the customer. Generally speaking, service capability includes stable equipment service capability and ever-increasing labor service capability. Definition 3: PSPs. A PSP is defined as a specialized SME which capsules SSRs and their service capability to provide product-service. Since one PSP may contain many kinds of SSRs and show various service capabilities, the PSP can provide multiple product-services which demonstrate the versatility of PSP. Definition 4: Service community/Community. Service community or community for short can be defined as an association or an alliance of interrelated SSRs that collaborates completed product-service to satisfy customer requirements. As the core part of PSS for SocialM, the community has two obvious features: 1. Within a community, the relationships among SSRs include not only collaboration but also competition. Since every PSP wants to realize high profits and low costs, they change their service strategies to increase competitiveness. 2. The organization process of community is self-organization that the decision-making
Fig. 1. The Implementing Architecture of PSS for SocialM In the resource layer, massive SSRs of PSPs are socialized and virtualized. A PSP may have two or more SSRs, and each SSR can complete a specific service without assistance from others. However, the SSRs are chaotic and disordered in the resource layer and disable to provide integral productservice for customers. In order to increase the service 765
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capability, the SSRs are clustered into different communities by their service capabilities in the community layer. However, the results of clustering demonstrate that the prototype of community is in unstable situations, the SSRs change their strategies to form an ordered and stable community structure by self-organization mechanism. Generally speaking, a community only has the service capabilities for a specific product-service, and several communities can work together to provide integrated PSS. The combination according to the service order and detailed requirements of the customer to form a community network. The SSRs is identified by the capabilities of service resource, but the service strategies of SSRs are determined by PSPs. Therefore, the SSRs should be mapped into the form of PSPs. Different service strategies may affect the service cost and quality of service (QoS), and then affect the order allocation to the SSRs. The purpose of a service can be described as a customer receives service contents from a service provider with service resources through service flows or service channel to provide service capabilities to change its own states, as shown in Fig. 2 (Vasantha et al. 2012). As the output of PSS for SocialM in Fig. 1, service flows change the state of the customer in the operation layer. When the customer is in a state of Sk-1, the triggering condition Tk is activated. According to the content of service event Ek, the functional platform organizes the selected communities with service resources Rk to provide service flow Fk to change the customer state to Sk. The four layers architecture illustrates the processes from SSRs organization to product-service output.
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4. OPERATIONAL LOGIC OF PSS FOR SOCIAL MANUFACTURING Based on the implementing architecture of PSS for SocialM, its operational logic can be organized, as shown in the Fig. 3. The operational logic of PSS for SocialM can be explained from four cycles: modeling of service capability, modeling of service flow, service monitoring and scheduling, and service quality evaluation. The four cycles cover the whole operation processes of PSS for SocialM including service contract establishing (service capability), product-service providing (service flow), process control (monitoring and scheduling) and service result (service evaluation). The detailed steps of the four cycles are described as follows.
Fig. 3. Operational Logic of PSS for SocialM Cycle 1: Modeling of service capability. For the first cycle of PSS for SocialM, the distributed PSPs release their SSRs for clustering into different service communities according to the similarity of service capabilities. Therefore, the service capability modeling method could be proposed to describe and analyze the service capabilities of each SSR. Based on the similarity analysis results, SSRs with similar capabilities will be clustered into the same communities. For providing satisfying service, the service communities match with the analysis results of customer requirements and suitable communities are selected for this service. The matching results feedback to the PSPs and they optimize their service resources and service strategies to cater for the changing market.
Fig. 2. The Purpose and Definition of a Service As the basic for PSS for SocialM, the functional platform of PSS for SocialM can be seen as a web-based platform integrated with various intelligence algorithms to realize the functions of each layer, such as deep learning for resources clustering of community layer, genetic algorithm for resources selection and game theory for order allocation of organization layer, Petri net for service flows design of operation layer, etc. Besides the basic functions, the platform is also integrated with instant messaging tools for customer participation and communication among all the PSPs. The platform is also integrated with resource management tools to modify the features of SSRs and structured tool for service process visualization.
Cycle 2: Modeling of service flow. According to the matching results, service orders and service contracts are created between customers and PSPs. The SSRs in one community collaborate to complete a service. In the collaboration service community, the competitions for the service order are fierce, and the service order allocation must be tackled among the SSRs. Generally speaking, a complex service can be divided into several independent sub-services and each sub-service is satisfied by a service community. The service flow modeling includes service triggering condition Tk, service event Ek, service resources Rk and the service flows Fk , all of which are the core parts of every service or
The implementing architecture constructs an ecological environment for PSPs, they should concentrate on service resources and service capabilities increasing to provide the customer with satisfaction product-services. And the other things will be handled appropriately by the functional platform.
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sub-service. The designed service flows can be stored in the model database to reuse when a new service is similar with the stored models. The model database will be updated if a new service flow is designed or the new one is better than the old model in the database.
5. A CASE OF TRUCKING SERVICES THROUGH INDIVIDUAL TRUCK DRIVERS Nowadays, logistics service has become an important part of production and marketing. In China, the number of parcel deliveries increases from 15 billion to 23 billion every year, while the employee increases from 50 million to 200 million and the turnover increases from 4.3billion to 10.8 billion per year since 2005 to 2015. The data demonstrate that logistics industry has been rapidly developing and has changed the lifestyle of every citizen. However, there are still many problems to be solved, which describe as follows:
Cycle 3: Service monitoring and scheduling. In order to provide lean service, the service processes of PSS for SocialM must have a feedback mechanism to realize closedloop control. In the context of PSS for SocialM, the service is product-service or product based service. Therefore, the embedded sensors (GPS, Web-camera, etc.) and corresponding software for products are developed to monitor the states of the community network and service flows. Service monitoring mainly includes two aspects: 1. monitoring the service flows and scheduling the service resources according to the service order plan. 2. Monitoring service states when customers are in specific states, and sensors would trigger the condition to start the service flows and change the customer state to next step.
1. Low degree of logistics resources intensiveness. When an express sent from city A to city B, it will be transferred among many locations. The logistics resources in the supply chain cannot coordinate or collaborate smoothly and that may delay the parcels and even damage them. 2. Asymmetric information between senders and truck drivers. The processes of logistics are complicated and unstable due to the various features and transport routes of the expresses. Because of the asymmetric information of every logistics process, the logistics companies cannot select the optimal transport route, transport mode and transport strategy and that would increase the logistics cost and waste their transportation capacity.
Cycle 4: Service quality evaluation. It should be pointed out that the outputs of PSS for SocialM are product-services that the evaluation criterions are different from products. For products, we usually focus on the production cost and product functions, while the benefits from product operations are neglect. Since the outputs of product-services are the service results to satisfy customer requirements, the evaluation criterions include not only the service cost and service function, but also the service time, service efficiency, service value creation and etc. which can be summarized as QoS. The evaluation results feedback to the PSPs for assisting them to optimize resources allocation and service strategies. Moreover, the results are used to update the model database if the QoS of the new service flows is better than the stored model.
3. Lack of professional logistics. The features of parcels are different, including fragile parcel, frozen parcel, large-scale parcel, etc. Different parcels should be transported in specialized transportation methods which require specialized transport vehicles. To solve the three logistics difficulties, the logistics company (called RRS) established a logistics service platform based on the theory of PSS for SocialM. The main differences between classical 3PL (3rd Party Logistics) and RRS include: RRS can obtain the real-time logistics service capabilities of logistics providers and the providers formed a community for providing logistics service.
The framework of PSS for SocialM seems to be similar with service supply chain (Wang et al. 2015). However, they have obvious differences as Tab. 1 shows. Tab. 1. A compare of PSS for SocialM and service supply chain PSS for SocialM
Service chain
Organization mechanism
Self-organization
Core firm service outsourcing
Organization form
Product-service community
Loosely coupled service life cycle
Service components
Multiple providers
service
by Integrated service aggregator
Relationship
Collaboration and competition
Ancillary core service provider
Information interaction
Social platform
Traditional way
Available range
PSS providers
service
The operation logic of the logistics service platform is shown in Fig. 4. The platform is based on the instant interactive information network to attract individual truck drivers, and then the truck drivers are classified into communities for various logistics services. The classifying principles include delivery range, carrier type, express type and carrier capacity, as shown in Fig. 5. Based on the classification principles, the logistics resources can be classified into different logistics service communities. The platform selects and organizes suitable communities to from the logistics service community network by matching the resources’ capabilities with customer requirements. In the processes of network forming, the platform applies artificial intelligence algorithms to service planning and scheduling to realize maximize transport capacity and minimize the logistics cost and logistics time. During the transportation process, cellphone, GPS, and web-camera are equipped to the truck drivers and the trucks to ensure real-time monitoring of the conditions of
supply
Relative services
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trucks and expresses, and to send instant messages to the truck drivers about the weather and road conditions. On the other hand, customers can use the APP or website to obtain the expresses’ information about the expresses location and expect arrival time.
communities to provide specific professional logistics service for certain expresses. Installation services and some others add-value services are proposed for better service experiences.
Besides the logistics services, RRS has proposed the installation services especial for household appliances. The company has been training the truck drivers on how to install the common household appliances, this indirectly increases the incomes of truck drivers and satisfy the customers at the same time.
In this chapter, a novel service paradigm called PSS for SocialM is proposed to realize service collaborative and service alliance. This paradigm addressed SMEs within a community by collaboration and competition to satisfy customers’ requirements and realize product-service valueadded. By analyzing the implementing Architecture and key enabled technologies, we believe that PSS for SocialM could assist SMEs to realize and adapt the transition to productservice. Two practical cases also confirm the feasibility and effectiveness of PSS for SocialM, even though there are some unsatisfactory aspects. Since PSS for SocialM is proposed recently, we focus on theoretical research, practical application and examination are inadequate. Practices not only verify the paradigm of PSS for SocialM, but also improve level of PSS for SocialM. So, widely spread PSS for SocialM to SMEs will be the next key step.
6. CONCLUSIONS
ACKNOWLEDGMENT This study has been supported by the National Natural Science Foundation of China (NSFC) with Grant No. 71571142. REFERENCES Akasaka, F., Nemoto, Y., Kimita, K. and Shimomura, Y. (2012). Development of a knowledge-based design support system for Product-Service Systems. Computers in Industry, 63(4), 309-318. Aurich, J. C., Fuchs, C. and DeVries, M. F. (2004). An Approach to Life Cycle Oriented Technical Service Design. CIRP Annals - Manufacturing Technology, 53(1), 151-154 Goedkoop, M. and Halen, V. (1999). Product service systems, ecological and economic basics. Jiang, P., Leng, J., Ding, K., Gu, P. and Koren, Y. (2016). Social manufacturing as a sustainable paradigm for mass individualization. Proceedings of the Institution of Mechanical Engineers Part B-Journal of Engineering Manufacture, 230(10), 1961-1968. Jiang, P. and Ding, K. (2012). Social manufacturing: a new way to support outsourcing production. The Proceedings of the 2nd International Conference on Innovative Design and Manufacturing, National Taiwan University. Kowalkowski, C., Witell, L. and Gustafsson, A. (2013). Any way goes: Identifying value constellations for service infusion in SMEs. Industrial Marketing Management, 23(3-4), 359-380. Kundu, S., McKay, A., de Pennington, A., Moss, N. and Chapman, N. (2007). Implications for engineering information systems design in the product-service paradigm, Advances in Life Cycle Engineering for Sustainable Manufacturing Businesses, 165-170. Springer, London. Martinez, V., Bastl, M., Kingston, J. and Evans, S. (2010). Challenges in transforming manufacturing organisations into
Fig. 4. The Operation Logic of the Logistics Service Platform
Fig. 5. Classifying Principles for Logistics Resource In general, this logistics company takes advantage of PSS for SocialM to form a logistics service platform which integrates individual truck drivers into communities based on customer requirements. Some advantages can be drawn from the platform: 1. Utilization of logistics resources with high efficiency. With optimal logistics routes, truck loading and order allocation, the platform builds a bridge between expresses and trucks to maximize the logistic capacity of the company. 2. Information sharing. The platform provides instant communication tools that platform on which truck drivers share the logistics information with each other and eliminate asymmetric information. 3. Professional logistics service and add-value service. For some special expresses, such as fresh food, medicines, and electronic products, professional truck drivers and carriers are required. The platform classifies the logistics resources into different 768
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product-service providers. Journal of Manufacturing Technology Management, 21(4), 449-469. Mont, O. K. (2002). Clarifying the concept of product– service system. Journal of Cleaner Production, 10(3), 237245. Samaddar, S., Rabinowitz, G. and Zhang, G. P. (2005). An experimental analysis of solution performance in a resource sharing and scheduling problem - Production, manufacturing and logistics. European Journal of Operational Research, 165(1), 139-156. Tao, F., Cheng, Y., Zhang, L. and Nee, A. Y. C. (2017). Advanced manufacturing systems: socialization characteristics and trends. Journal of Intelligent Manufacturing, 28(5), 1079-1094. Vasantha, G. V. A., Roy, R., Lelah, A. and Brissaud, D. (2012). A review of product-service systems design methodologies. Journal of Engineering Design, 23(9), 635659. Vezzoli, C., Ceschin, F., Diehl, J. C. and Kohtala, C. (2015). New design challenges to widely implement ‘Sustainable Product–Service Systems’. Journal of Cleaner Production, 97, 1-12. Wang, P. P., Ming, X. G., Li, D., Kong, F. B., Wang, L., Wu, Z. Y. (2011). Modular Development of Product Service Systems. Concurrent Engineering-Research and Applications, 19(1), 85-96. Wang, Y., Wallace, S. W., Shen, B., & Choi, T. (2015). Service supply chain management: A review of operational models. European Journal of Operational Research, 247(3), 685-698. Zhang, D., Hu, D., Xu, Y. and Zhang, H. (2012). A framework for design knowledge management and reuse for Product-Service Systems in construction machinery industry. Computers in Industry, 63(4), 328-337.
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Product Service Systems for Social Manufacturing: A new service system with Product Service Systems for Social Manufacturing: A new service system with multi-provider Product Manufacturing: A new new service service system system with with Product Service Service Systems Systems for for Social Social Manufacturing: A multi-provider multi-provider multi-provider Wei Guo*, Pingyu Jiang* Wei Guo*, Pingyu Jiang* Wei Guo*, Guo*, Pingyu Jiang* Jiang*Systems *State Key Laboratory for Manufacturing Engineering Wei Pingyu Wei Guo*, Pingyu Jiang*Systems *State KeyXi'an, Laboratory for Manufacturing Engineering Xi'an Jiaotong University, China ([email protected]; [email protected]). *State Key Laboratory for Manufacturing Systems Engineering *State Laboratory for Xi'an Jiaotong University, China ([email protected]; [email protected]). *State Key KeyXi'an, Laboratory for Manufacturing Manufacturing Systems Systems Engineering Engineering Xi'an Jiaotong University, Xi'an, China ([email protected]; [email protected]). Xi'an Jiaotong University, Xi'an, China ([email protected]; [email protected]). Xi'an Jiaotong University, Xi'an, China ([email protected]; [email protected]).
Abstract: Product-Service System (PSS) business model drives the outputs of the enterprises from Abstract: (PSS) model drives outputs of the from products to Product-Service product-services,System in which they business can get considerable andthe stable revenues andenterprises their customers Abstract: Product-Service System (PSS) business model drives the outputs of the enterprises from Abstract: Product-Service System (PSS) business model drives the outputs of the enterprises from products to product-services, in which they can get considerable and stable revenues and their customers Abstract: Product-Service System due (PSS) model service drives the outputs and of the enterprises from can be satisfied totally. However, to business the get increasing complexity labor cost,customers isolated products to product-services, in which they can considerable and stable revenues and their products to product-services, in which they can get considerable and stable revenues and their customers can be satisfied totally. However, due to the increasing service complexity and labor cost, isolated products to may product-services, inprovide which they cancycle get considerable and stable revenues andthis their customers enterprises not be able to the life PSS for the customers. For solving problem, we can be satisfied satisfied totally. However, duetheto to the thecycle increasing service complexity and labor labor cost, isolated can be totally. However, due increasing complexity and cost, isolated enterprises may not be able tomanufacturing provide PSS which forservice thestrengthens customers. For socialized solving this problem, we can be satisfied totally. However, due tolife the increasing service complexity and labor cost, isolated introduced the idea of social (SocialM), the manufacturing enterprises may not be be able to tomanufacturing provide the the life life(SocialM), cycle PSS PSS which for the thestrengthens customers. the For socialized solving this this problem, we we enterprises may not able provide cycle for customers. For solving problem, introduced the idea of social manufacturing enterprises may not be able to provide the life cycle PSS for the customers. For solving this problem, we resources tothecollaborate for covering whole stages which of product life cycle with aggregated resource introduced idea of social manufacturing (SocialM), strengthens the socialized manufacturing introduced the idea of social manufacturing (SocialM), which strengthens the socialized manufacturing resources to collaborate for covering the whole stages of product life cycle with aggregated resource introduced the idea of social manufacturing (SocialM), which strengthens the socialized manufacturing capabilities. To integrate the idea with PSS, a novel service paradigm called PSSwith for SocialM is proposed resources to collaborate for covering the whole stages of product life cycle aggregated resource resources to To collaborate for covering the whole stages of product life cycle aggregated resource capabilities. integrate the with PSS, a novel service called PSSwith for SocialM is proposed resources collaborate for covering the stages of paradigm product cycle with aggregated resource to realize tocollaborative andidea alliance of whole services. In this paper, life the implementing architecture and capabilities. To integrate the idea with PSS, a novel service paradigm called PSS for SocialM is proposed capabilities. To integrate the idea with PSS, a novel service paradigm called PSS for SocialM is proposed to realize collaborative and alliance of services. In this paper, the implementing architecture and capabilities. To integrate the idea with PSS, ademonstrated. novel service A paradigm called PSS for SocialM is proposed operational logic of PSS for SocialM are practical case is analyzed to validate the to realize collaborative and alliance of services. In this paper, the implementing architecture and to realize collaborative and alliance of services. In this paper, the implementing architecture operational logic of PSS for SocialM are demonstrated. A practical case is analyzed to validate the to realize and collaborative andof alliance of services. In this©paper, the implementing architecture and and feasibility effectiveness PSS for SocialM. Copyright 2019 IFAC operational logic of PSS for SocialM are demonstrated. A practical case is analyzed to validate the operational logic of PSS for SocialM are demonstrated. A practical case is analyzed to validate feasibility and effectiveness of PSS for SocialM. Copyright © 2019 IFAC operational logic of PSS for SocialM are demonstrated. A practical case is analyzed to validate the the feasibility and effectiveness of PSS for SocialM. Copyright © 2019 IFAC feasibility and effectiveness of for Copyright © 2019 IFAC © 2019, IFAC (International Federation Automatic Control) by Elsevier Ltd. All rights reserved. Keywords: product-service manufacturing, service modeling feasibility and effectivenesssystem, of PSS PSS social for ofSocialM. SocialM. Copyright ©Hosting 2019 IFAC Keywords: product-service system, social manufacturing, service modeling Keywords: product-service system, social manufacturing, service modeling Keywords: service Keywords: product-service product-service system, system, social social manufacturing, manufacturing, service modeling modeling labor reserve may increase economic burden of the 1. INTRODUCTION labor reserve may increase burden of the enterprises, and insufficient laboreconomic reserve may not satisfy the 1. INTRODUCTION labor reserve may increase economic burden of the labor reserve may increase economic burden of the enterprises, and insufficient labor reserve may not satisfy the 1. INTRODUCTION labor reserve may increase economic burden of requirements when more labor is required. 1. INTRODUCTION Goedkoop et al. (1999) proposed the prototype of PSS in the enterprises, and insufficient labor reserve may not satisfy the 1. INTRODUCTION enterprises, and insufficient labor reserve may not satisfy the requirements when more labor is required. and insufficient labor reserve may not satisfy the Goedkoop et al.Dutch (1999)government. proposed theThe prototype in has the enterprises, report for the conceptof ofPSS PSS more labor is required. requirements when more is Goedkoop et al. al.Dutch (1999)government. proposed the theThe prototype ofof PSS in has the requirements Goedkoop et (1999) proposed prototype of PSS in the 3. Challenge when on complex service. Due to the incensement of requirements when more labor labor is required. required. report for the concept PSS Goedkoop et al. (1999) proposed the prototype of PSS in the been constantly evolving, and can be understood as a system 3. Challenge on complex service. Due to the report for the Dutch government. The concept of PSS has report for the Dutch government. The concept of PSS has product-service complexity and expertise, theincensement PSPs have of to been constantly evolving, and cannetworks be understood as aPSS system 3. Challenge Challenge on oncomplexity complex service. service. Due to to the the incensement of report for theservices, Dutch government. The concept of has product-service 3. complex Due incensement of products, supporting and infrastructure and expertise, the PSPs have of to been constantly evolving, and can be understood as a system 3. Challenge on complex service. Due to the incensement of been constantly evolving, and can be understood as a system manage and control all the detailed process of a productof products, services, supporting and infrastructure product-service complexity and expertise, the of PSPs have to to been constantly evolving, and cannetworks be requirements understood asand a system product-service complexity expertise, the have which is able to satisfy customer have manage and control theand detailed process a productof products, services, supporting networks and infrastructure complexity and expertise, the PSPs PSPs have to service. Moreover, theall PSPs cannot concentrate on the core of products, services, supporting networks and which is able to satisfy customer requirements and have product-service manage and control all the detailed process of a productof products, services, supporting networks and infrastructure infrastructure manage and control all the detailed process of a productlower environmental impact than the traditional business service. Moreover, the PSPs cannot concentrate on the core which is able to satisfy customer requirements and have manage and control all the detailed process of a productthat represent the corecannot competency of the on PSPs. which is able to customer requirements have services lower environmental impact than the traditional and business service. that Moreover, thethe PSPs concentrate the core core which is(Mont able 2002). to satisfy satisfy customer requirements and service. the concentrate the models The most obvious characteristic of have PSS services represent corecannot competency of the on PSPs. lower environmental impact than the traditional business service. Moreover, Moreover, the PSPs PSPs cannot concentrate on the core lower environmental impact than the traditional business models (Mont 2002). The most obvious characteristic of PSS services that represent the core competency of the PSPs. lower environmental from impact than selling the traditional business services that represent the core competency of the PSPs. is the transformation product to product-service All thesethatchallenges arecore hindering the development models (Mont 2002). 2002). from The most most obvious characteristic of PSS PSS services represent the competency of the PSPs. and models (Mont The obvious characteristic of is the transformation product selling to product-service models (Mont 2002). The most obvious characteristic of they PSS All these challenges are to hindering the development and providing. In this way, customers can obtain the results transformation of the PSPs a higher level. is the transformation from product selling to product-service All these challenges are hindering the development and is the transformation from product selling to product-service All are the providing. In paying this way, customers can obtain theenterprises results they is thewithout transformation from product selling to of the PSPs a higher level. need for tangible products, andproduct-service or transformation All these these challenges challenges are tohindering hindering the development development and and providing. In this way, customers can obtain the results they transformation of the PSPs to a higher level. providing. In this way, customers can obtain the results they of the PSPs to aa higher level. need without for tangible products, andthe enterprises or transformation providing. In paying this can way, customers can obtain results they service providers obtain sustainable profits by continuous transformation of the PSPs to higher level. 2. INTEGRATION OF PSS AND SOCIALM need without without paying for tangible products, and by enterprises or need paying tangible products, and or service providers can for obtain sustainable profits continuous need without paying for tangible products, and enterprises enterprises or 2. INTEGRATION OF PSS AND SOCIALM relationship with customers. service providers can obtain sustainable profits by continuous service providers can obtain sustainable profits by continuous 2. INTEGRATION OF PSS AND SOCIALM relationship with customers. 2. OF PSS SOCIALM service providers can obtain sustainable profits by continuous To tackle these challenges, integrated with various 2. INTEGRATION INTEGRATION OFPSS PSS AND AND SOCIALM relationship with customers. relationship with customers. To tackle these challenges, PSS integrated with various Nowadays, enterprises have realized that PSS is a sustainable relationship with customers. techniques in PSS design, operation and management, such To tackle tackle in these challenges, PSS integrated integrated with various various Nowadays, enterprises have realized that promoting PSS is a sustainable To these PSS with PSSchallenges, design, operation andand management, such and powerful tool for getting profits and customer techniques To tackle these challenges, PSS integrated with various as life cycle oriented technical (Aurich DeVries 2004), Nowadays, enterprises have realized that PSS is a sustainable Nowadays, enterprises have realized that PSS is techniques inoriented PSS design, design, operation andand management, such and powerful toolwhen for getting profits promoting customer techniques in operation and management, such Nowadays, enterprises have realized that PSS components is aa sustainable sustainable life cycle technical (Aurich DeVries 2004), satisfaction, only products and and services are as techniques in PSS PSS design, operation and 2011), management, such modular development (Wang et al. knowledge and powerful tool for getting profits and promoting customer and powerful tool for getting profits and promoting customer as life cycle oriented technical (Aurich and DeVries 2004), satisfaction, only when products and services components are as life cycle oriented technical (Aurich and DeVries 2004), and powerful tool for getting profits and promoting customer modular development (Wang et al. 2011), knowledge designed and integrated from the early phases of the lifecycle. as life cycle oriented technical (Aurich and DeVries 2004), Akasaka (Wang et al. et 2012) and knowledge satisfaction, only when products products and services components are management satisfaction, only when services are modular development development al. 2011), 2011), knowledge designed andtransform integrated fromproduct theand early phasescomponents of the modular (Wang al. knowledge satisfaction, only whenfrom products and services components are management et However, al. et and knowledge They try to manufacturer to lifecycle. productmodular development (Wang et 2012) al. the 2011), reuse(Zhang etAkasaka al. 2012). integration just designed and integrated from the early phases of the lifecycle. designed and integrated from the early phases of the lifecycle. management Akasaka et al. 2012) and knowledge They try to transform from product manufacturer to productmanagement Akasaka et al. 2012) and knowledge designed and integrated from the early phases of the lifecycle. etAkasaka al. 2012). the and integration just service provider (PSP). However, the process of reuse(Zhang management et However, al. 2012) knowledge satisfied some aspect of PSS development, it needs They try to transform from product manufacturer to productThey try to transform from product manufacturer to productreuse(Zhang et al. 2012). However, the integration just service provider (PSP). However, the and process of satisfied reuse(Zhang et al. 2012). the just They try to transform from manufacturer to obstacles productsome aspect of However, PSS it needs transformation is faced withproduct various challenges reuse(Zhang etimprovements al. 2012). However, the integration integration just comprehensive for thedevelopment, challenges. service provider (PSP). However, the process of service provider (PSP). However, the process of satisfied some aspect of PSS development, it needs transformation is faced with various challenges and obstacles satisfied some aspect of PSS development, it needs service provider (PSP). However, the process of comprehensive improvements for the challenges. such as labor iscost, service complexity, andandenterprises satisfied some aspect of PSS development, it needs transformation faced with various challenges obstacles transformation is faced with various challenges obstacles comprehensive improvements for the challenges. such as labor complexity, andand comprehensive transformation iscost, faced with various challenges and themselves (Vezzoli et service al. 2015; Martinez, Bastl et enterprises al.obstacles 2010). comprehensive improvements improvements for for the the challenges. challenges. such as labor cost, service complexity, and enterprises such as labor cost, service complexity, and enterprises 2.1 PSS for SocialM themselves (Vezzoli et al. 2015; Martinez, Bastl et al. 2010). such as labor cost, service complexity, and enterprises themselves (Vezzoli et al. 2015; Martinez, Bastl et al. 2010). 2.1 PSS for SocialM themselves (Vezzoli al. Bastl al. 1. Challenge on theet organization. provide 2.1 themselves (Vezzoli etenterprises’ al. 2015; 2015; Martinez, Martinez, Bastl et et To al. 2010). 2010). 2.1 PSS PSS for for SocialM 1. Challenge on PSPs the enterprises’ organization. To provide PSS fortoSocialM SocialM According the challenges mentioned before, a flexible and product-service, must shift their focus to the service 2.1 1. Challenge on the enterprises’ organization. To provide 1. Challenge on the enterprises’ organization. To provide According to the challenges before, flexible and product-service, PSPs must shift their focus to the service 1. Challenge and on the enterprises’ organization. Tosuch provide efficient paradigm should mentioned be introduced to aaenhance the department simplify other departments, as Accordingparadigm to the the challenges challenges mentioned before, flexible and and product-service, PSPs must shift shift their focus to to the thesuch service According to mentioned before, aaenhance flexible product-service, PSPs must their focus service efficient should be introduced to thea department and simplify other departments, as According to the challenges mentioned before, flexible and product-service, PSPs must shift their focus to the service current PSS. Facing the same challenges in manufacturing, manufacturing and sale departments. This may lead to efficientPSS. paradigm should bechallenges introduced to enhance enhance the thea department and andandsimplify simplify other departments, departments, such as efficient paradigm be to department other Facing should the same manufacturing, manufacturing sale departments. may such lead as to current efficient paradigm should be introduced introduced to enhance has the department andenterprise simplify departments, such as new manufacturing mode called social in manufacturing instability of the andother difficult toThis eliminate. current PSS. Facing the same challenges in manufacturing, aa manufacturing and sale departments. This may lead to current PSS. Facing the same challenges in manufacturing, manufacturing and sale departments. This may lead to manufacturing mode called social manufacturing has instability of theand enterprise and difficult toThis eliminate. current PSS. Facing the same challenges in manufacturing, a manufacturing sale departments. may lead to new been proposed (Jiangmode and Ding 2012). It strengthens the selfnew manufacturing called social manufacturing has instability of the enterprise and difficult to eliminate. new manufacturing mode called social manufacturing has instability of and to proposed (Jiang and Ding 2012). It strengthens the self2. Challenge on enterprise labor demand. Services must be consumed been new manufacturing mode called social manufacturing has instability of the the enterprise and difficult difficult to eliminate. eliminate. organization into social communities of socialized been proposed (Jiang and Ding 2012). It strengthens the self2. Challenge on laborbecause demand. Services be consumed been proposed and Ding 2012). the into social communities socialized as they are provided they cannotmust be saved, stored, organization been proposed (Jiang (Jiang and Ding 2012). It It strengthens strengthens the selfselfmanufacturing resources to collaborate for of covering the 2. Challenge on labor demand. Services must be consumed 2. Challenge on labor demand. Services must be consumed organization into social communities of socialized as they are provided because they cannot be saved, stored, organization into social communities socialized 2. Challenge on labor demand. Services be consumed resources to cycle collaborate for of covering the returned, or carried forward forthey later use ormust sale (Kundu et al. manufacturing organization into social communities of socialized whole stages of product life with aggregated resource as they are provided because cannot be saved, stored, as are provided because they cannot be stored, manufacturing to collaborate for covering the returned, or carried forward for later use or sale (Kundu et al. whole manufacturing resources to collaborate for the as they theyDue are provided because be saved, saved, stages(Jiang of resources product life with aggregated resource 2007). to the variation inthey laborcannot requirement, toostored, much manufacturing resources to cycle collaborate for covering covering the capabilities et al. 2016). returned, or carried forward for later use or sale (Kundu et al. returned, or carried forward for later use or sale (Kundu et al. whole stages of product life cycle with aggregated resource 2007). Due to the variation in labor requirement, too much whole stages of product life cycle with aggregated resource returned, or carried forward for later use or sale (Kundu et al. capabilities (Jiang et al. 2016). whole stages of product life cycle with aggregated resource 2007). Due Due to to the the variation variation in in labor labor requirement, requirement, too too much much capabilities (Jiang et al. 2016). 2007). 2007). Due to the variation in labor requirement, too much capabilities capabilities (Jiang (Jiang et et al. al. 2016). 2016).
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In the service area, there are many small and medium enterprises (SMEs) which specialize in providing services (Kowalkowski et al. 2013). Intergrading with the idea of SocialM, the SMEs can be seen as independent PSPs with socialized service resources (SSRs) which are gathered into service communities to provide product-service. In order to solve the problem in PSS and go with the trend of SocialM, we pro-posed a novel paradigm called PSS for SocialM that gathers the SSRs from SMEs into service communities to collaborate for providing product-services. In the context of PSS for SocialM, the SMEs share their service resources and capabilities on a specified platform, and then the SSRs are aggregated into different communities according to the similarity. Once a customer proposes a service order to the platform, suitable communities will be selected and arranged according to their service capabilities, then established a service community network.
power for joining or leaving a community is up to PSPs’ own strategy. Definition 5: Community network. A community is a collection of similar SSRs, so the PSS for SocialM should contain various communities responsible for different product-service phase and process. The relationships among the communities are fuzzy and vague. Community network is a typical relationship network which can be used to express the relationships among communities, such as sequential relations, supporting relation, etc. Definition 6: Service order. Service order can be defined as the results of customer requirements analysis, including service type, service quantity, service capability, order allocation, response time, etc. Due to the intangible feature of service, the operation process of service order and service consumption is synchronous.
2.2 Definitions
3. IMPLEMENTING ARCHITECTURE OF PSS FOR SOCIAL MANUFACTURING
Key definitions are demonstrated to clarify the basic concepts and research boundary of PSS for SocialM.
In order to clarify the concepts and structure of PSS for SocialM, a four-layers implementing architecture of PSS for SocialM is illustrated, as shown in Fig. 1. From the bottom to top, there are resource layer, community layer, organization layer and operation layer. A functional platform of PSS for SocialM is created to manage and control the realization of the implementing architecture.
Definition 1: SSRs. SSRs are defined as a set of the equipments and human resources involved in the processes of services, such as replacement tools, maintenance tools, maintenance staffs, etc. Resource sharing is the core characteristics of SSRs to ensure the efficient and effective use of available service resources under the ever-increasing competitiveness(Samaddar et al. 2005). PSS for SocialM aggregates and clusters the decentralized service resources and capabilities into communities, and also increase the low resource utilization and service efficiency from the information islands(Tao et al. 2017). Definition 2: Service capability. Service capability is defined as the ability of SSRs to operate and complete a specific service to satisfy the service requirements of the customer. Generally speaking, service capability includes stable equipment service capability and ever-increasing labor service capability. Definition 3: PSPs. A PSP is defined as a specialized SME which capsules SSRs and their service capability to provide product-service. Since one PSP may contain many kinds of SSRs and show various service capabilities, the PSP can provide multiple product-services which demonstrate the versatility of PSP. Definition 4: Service community/Community. Service community or community for short can be defined as an association or an alliance of interrelated SSRs that collaborates completed product-service to satisfy customer requirements. As the core part of PSS for SocialM, the community has two obvious features: 1. Within a community, the relationships among SSRs include not only collaboration but also competition. Since every PSP wants to realize high profits and low costs, they change their service strategies to increase competitiveness. 2. The organization process of community is self-organization that the decision-making
Fig. 1. The Implementing Architecture of PSS for SocialM In the resource layer, massive SSRs of PSPs are socialized and virtualized. A PSP may have two or more SSRs, and each SSR can complete a specific service without assistance from others. However, the SSRs are chaotic and disordered in the resource layer and disable to provide integral productservice for customers. In order to increase the service 765
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capability, the SSRs are clustered into different communities by their service capabilities in the community layer. However, the results of clustering demonstrate that the prototype of community is in unstable situations, the SSRs change their strategies to form an ordered and stable community structure by self-organization mechanism. Generally speaking, a community only has the service capabilities for a specific product-service, and several communities can work together to provide integrated PSS. The combination according to the service order and detailed requirements of the customer to form a community network. The SSRs is identified by the capabilities of service resource, but the service strategies of SSRs are determined by PSPs. Therefore, the SSRs should be mapped into the form of PSPs. Different service strategies may affect the service cost and quality of service (QoS), and then affect the order allocation to the SSRs. The purpose of a service can be described as a customer receives service contents from a service provider with service resources through service flows or service channel to provide service capabilities to change its own states, as shown in Fig. 2 (Vasantha et al. 2012). As the output of PSS for SocialM in Fig. 1, service flows change the state of the customer in the operation layer. When the customer is in a state of Sk-1, the triggering condition Tk is activated. According to the content of service event Ek, the functional platform organizes the selected communities with service resources Rk to provide service flow Fk to change the customer state to Sk. The four layers architecture illustrates the processes from SSRs organization to product-service output.
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4. OPERATIONAL LOGIC OF PSS FOR SOCIAL MANUFACTURING Based on the implementing architecture of PSS for SocialM, its operational logic can be organized, as shown in the Fig. 3. The operational logic of PSS for SocialM can be explained from four cycles: modeling of service capability, modeling of service flow, service monitoring and scheduling, and service quality evaluation. The four cycles cover the whole operation processes of PSS for SocialM including service contract establishing (service capability), product-service providing (service flow), process control (monitoring and scheduling) and service result (service evaluation). The detailed steps of the four cycles are described as follows.
Fig. 3. Operational Logic of PSS for SocialM Cycle 1: Modeling of service capability. For the first cycle of PSS for SocialM, the distributed PSPs release their SSRs for clustering into different service communities according to the similarity of service capabilities. Therefore, the service capability modeling method could be proposed to describe and analyze the service capabilities of each SSR. Based on the similarity analysis results, SSRs with similar capabilities will be clustered into the same communities. For providing satisfying service, the service communities match with the analysis results of customer requirements and suitable communities are selected for this service. The matching results feedback to the PSPs and they optimize their service resources and service strategies to cater for the changing market.
Fig. 2. The Purpose and Definition of a Service As the basic for PSS for SocialM, the functional platform of PSS for SocialM can be seen as a web-based platform integrated with various intelligence algorithms to realize the functions of each layer, such as deep learning for resources clustering of community layer, genetic algorithm for resources selection and game theory for order allocation of organization layer, Petri net for service flows design of operation layer, etc. Besides the basic functions, the platform is also integrated with instant messaging tools for customer participation and communication among all the PSPs. The platform is also integrated with resource management tools to modify the features of SSRs and structured tool for service process visualization.
Cycle 2: Modeling of service flow. According to the matching results, service orders and service contracts are created between customers and PSPs. The SSRs in one community collaborate to complete a service. In the collaboration service community, the competitions for the service order are fierce, and the service order allocation must be tackled among the SSRs. Generally speaking, a complex service can be divided into several independent sub-services and each sub-service is satisfied by a service community. The service flow modeling includes service triggering condition Tk, service event Ek, service resources Rk and the service flows Fk , all of which are the core parts of every service or
The implementing architecture constructs an ecological environment for PSPs, they should concentrate on service resources and service capabilities increasing to provide the customer with satisfaction product-services. And the other things will be handled appropriately by the functional platform.
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sub-service. The designed service flows can be stored in the model database to reuse when a new service is similar with the stored models. The model database will be updated if a new service flow is designed or the new one is better than the old model in the database.
5. A CASE OF TRUCKING SERVICES THROUGH INDIVIDUAL TRUCK DRIVERS Nowadays, logistics service has become an important part of production and marketing. In China, the number of parcel deliveries increases from 15 billion to 23 billion every year, while the employee increases from 50 million to 200 million and the turnover increases from 4.3billion to 10.8 billion per year since 2005 to 2015. The data demonstrate that logistics industry has been rapidly developing and has changed the lifestyle of every citizen. However, there are still many problems to be solved, which describe as follows:
Cycle 3: Service monitoring and scheduling. In order to provide lean service, the service processes of PSS for SocialM must have a feedback mechanism to realize closedloop control. In the context of PSS for SocialM, the service is product-service or product based service. Therefore, the embedded sensors (GPS, Web-camera, etc.) and corresponding software for products are developed to monitor the states of the community network and service flows. Service monitoring mainly includes two aspects: 1. monitoring the service flows and scheduling the service resources according to the service order plan. 2. Monitoring service states when customers are in specific states, and sensors would trigger the condition to start the service flows and change the customer state to next step.
1. Low degree of logistics resources intensiveness. When an express sent from city A to city B, it will be transferred among many locations. The logistics resources in the supply chain cannot coordinate or collaborate smoothly and that may delay the parcels and even damage them. 2. Asymmetric information between senders and truck drivers. The processes of logistics are complicated and unstable due to the various features and transport routes of the expresses. Because of the asymmetric information of every logistics process, the logistics companies cannot select the optimal transport route, transport mode and transport strategy and that would increase the logistics cost and waste their transportation capacity.
Cycle 4: Service quality evaluation. It should be pointed out that the outputs of PSS for SocialM are product-services that the evaluation criterions are different from products. For products, we usually focus on the production cost and product functions, while the benefits from product operations are neglect. Since the outputs of product-services are the service results to satisfy customer requirements, the evaluation criterions include not only the service cost and service function, but also the service time, service efficiency, service value creation and etc. which can be summarized as QoS. The evaluation results feedback to the PSPs for assisting them to optimize resources allocation and service strategies. Moreover, the results are used to update the model database if the QoS of the new service flows is better than the stored model.
3. Lack of professional logistics. The features of parcels are different, including fragile parcel, frozen parcel, large-scale parcel, etc. Different parcels should be transported in specialized transportation methods which require specialized transport vehicles. To solve the three logistics difficulties, the logistics company (called RRS) established a logistics service platform based on the theory of PSS for SocialM. The main differences between classical 3PL (3rd Party Logistics) and RRS include: RRS can obtain the real-time logistics service capabilities of logistics providers and the providers formed a community for providing logistics service.
The framework of PSS for SocialM seems to be similar with service supply chain (Wang et al. 2015). However, they have obvious differences as Tab. 1 shows. Tab. 1. A compare of PSS for SocialM and service supply chain PSS for SocialM
Service chain
Organization mechanism
Self-organization
Core firm service outsourcing
Organization form
Product-service community
Loosely coupled service life cycle
Service components
Multiple providers
service
by Integrated service aggregator
Relationship
Collaboration and competition
Ancillary core service provider
Information interaction
Social platform
Traditional way
Available range
PSS providers
service
The operation logic of the logistics service platform is shown in Fig. 4. The platform is based on the instant interactive information network to attract individual truck drivers, and then the truck drivers are classified into communities for various logistics services. The classifying principles include delivery range, carrier type, express type and carrier capacity, as shown in Fig. 5. Based on the classification principles, the logistics resources can be classified into different logistics service communities. The platform selects and organizes suitable communities to from the logistics service community network by matching the resources’ capabilities with customer requirements. In the processes of network forming, the platform applies artificial intelligence algorithms to service planning and scheduling to realize maximize transport capacity and minimize the logistics cost and logistics time. During the transportation process, cellphone, GPS, and web-camera are equipped to the truck drivers and the trucks to ensure real-time monitoring of the conditions of
supply
Relative services
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trucks and expresses, and to send instant messages to the truck drivers about the weather and road conditions. On the other hand, customers can use the APP or website to obtain the expresses’ information about the expresses location and expect arrival time.
communities to provide specific professional logistics service for certain expresses. Installation services and some others add-value services are proposed for better service experiences.
Besides the logistics services, RRS has proposed the installation services especial for household appliances. The company has been training the truck drivers on how to install the common household appliances, this indirectly increases the incomes of truck drivers and satisfy the customers at the same time.
In this chapter, a novel service paradigm called PSS for SocialM is proposed to realize service collaborative and service alliance. This paradigm addressed SMEs within a community by collaboration and competition to satisfy customers’ requirements and realize product-service valueadded. By analyzing the implementing Architecture and key enabled technologies, we believe that PSS for SocialM could assist SMEs to realize and adapt the transition to productservice. Two practical cases also confirm the feasibility and effectiveness of PSS for SocialM, even though there are some unsatisfactory aspects. Since PSS for SocialM is proposed recently, we focus on theoretical research, practical application and examination are inadequate. Practices not only verify the paradigm of PSS for SocialM, but also improve level of PSS for SocialM. So, widely spread PSS for SocialM to SMEs will be the next key step.
6. CONCLUSIONS
ACKNOWLEDGMENT This study has been supported by the National Natural Science Foundation of China (NSFC) with Grant No. 71571142. REFERENCES Akasaka, F., Nemoto, Y., Kimita, K. and Shimomura, Y. (2012). Development of a knowledge-based design support system for Product-Service Systems. Computers in Industry, 63(4), 309-318. Aurich, J. C., Fuchs, C. and DeVries, M. F. (2004). An Approach to Life Cycle Oriented Technical Service Design. CIRP Annals - Manufacturing Technology, 53(1), 151-154 Goedkoop, M. and Halen, V. (1999). Product service systems, ecological and economic basics. Jiang, P., Leng, J., Ding, K., Gu, P. and Koren, Y. (2016). Social manufacturing as a sustainable paradigm for mass individualization. Proceedings of the Institution of Mechanical Engineers Part B-Journal of Engineering Manufacture, 230(10), 1961-1968. Jiang, P. and Ding, K. (2012). Social manufacturing: a new way to support outsourcing production. The Proceedings of the 2nd International Conference on Innovative Design and Manufacturing, National Taiwan University. Kowalkowski, C., Witell, L. and Gustafsson, A. (2013). Any way goes: Identifying value constellations for service infusion in SMEs. Industrial Marketing Management, 23(3-4), 359-380. Kundu, S., McKay, A., de Pennington, A., Moss, N. and Chapman, N. (2007). Implications for engineering information systems design in the product-service paradigm, Advances in Life Cycle Engineering for Sustainable Manufacturing Businesses, 165-170. Springer, London. Martinez, V., Bastl, M., Kingston, J. and Evans, S. (2010). Challenges in transforming manufacturing organisations into
Fig. 4. The Operation Logic of the Logistics Service Platform
Fig. 5. Classifying Principles for Logistics Resource In general, this logistics company takes advantage of PSS for SocialM to form a logistics service platform which integrates individual truck drivers into communities based on customer requirements. Some advantages can be drawn from the platform: 1. Utilization of logistics resources with high efficiency. With optimal logistics routes, truck loading and order allocation, the platform builds a bridge between expresses and trucks to maximize the logistic capacity of the company. 2. Information sharing. The platform provides instant communication tools that platform on which truck drivers share the logistics information with each other and eliminate asymmetric information. 3. Professional logistics service and add-value service. For some special expresses, such as fresh food, medicines, and electronic products, professional truck drivers and carriers are required. The platform classifies the logistics resources into different 768
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