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modularity a good way to increase product variety (e.g. Ulrich, 1995). At the same
time its use enables an organization to produce at no significant increase in cost (Starr,
1965). The utilization of standard components reduces variety when making these
components, which allows for cheaper production. In addition, when the standard
components can be reused in products that appeal to different clients or client groups,
economies of scale can be gained (Ulrich, 1995).
Modular production principles have been widely adopted in industry, for example
in car manufacturing and construction. Besides, the application of modularity has
also been suggested for optimizing the marketing process (Sanchez, 1999), financial
services (Meyer and DeTore, 2001), and hospital care (Bohmer, 2005) in order to arrive
at customized service provision at reasonable cost.
The above clearly shows the potential advantages of the application of modular
production principles. However, the presented overview of modularity is based mainly
on its application in manufacturing organizations. In order for modularity to work
properly in a service setting where client demand is central, we propose that certain
prerequisites and conditions need to be present. In general, to enable individual client
demand to have a more central role, it is a prerequisite that the client participates in
the service process to a certain extent (Schmenner, 1986, Wemmerlov, 1990, Kellogg
and Nie, 1995, Duray et al., 2000). On the operational level this means that the system
should be designed in such a way that service provider and client can be brought
together to gear supply to client demand (Wemmerlov, 1990, Van der Grinten, 2000,
Schoot et al., 2005). We will turn to this issue in the next sub-section.
2.4.2 Supporting conditions for modularity in a service setting
In the operational process, arrangements can be designed to allow for more or less client
involvement. Front office activities take place in the presence of the client and allow for
customizing or personalizing a service, and for involving the client as co-producer. Back
office tasks, on the other hand, occur behind the scenes and have an efficiency potential
(e.g. Larsson and Bowen, 1989, Metters and Vargas, 2000). To support considered
choices and overcome tradeoffs among the advantages desired, Zomerdijk (2005) has
put forth design decisions accompanied by performance objectives regarding front
office and back office configurations. For example, by choosing a certain configuration,
or division and assignment, of front office and back office activities, an organization
will be able to design an operational process that allows for both client involvement
and efficiency (Zomerdijk, 2005).
In addition, issues regarding the professional providing the service also need to be
addressed. As opposed to the production of goods, service production, delivery,
D
emand-based pr
ovision
of housing
, w
elfar
e
and car
e
Chapt
er 2
36
and consumption generally take place simultaneously. Especially in human service
organizations, which are organizations that work directly with and on people, all
essential tasks are carried out by a series of transactions between clients and staff
(Hasenfeld, 1983). Therefore, a client’s perception of the service largely depends on
the quality of the professional, besides the quality of the service itself (Schneider, 1993,
Meyer Goldstein et al., 2002). The composition of service packages is therefore greatly
dependent upon the employee involved in the service process, who thereby forms the
linking pin within the service package. As such, service employees function as human
interfaces: they have the ability to influence the care and service product as well as the
way in which this is provided.
2.5 Discussion
In this paper we argued that the notion of demand-based care has not yet been
elaborated to the operational level of HWC service providers. Demand-based care
implies that client demand is taken as the leading aspect in the daily activities and
routines of HWC service providers, concerning care and service provision. In this
section, we will discuss the implications of demand-based HWC service provision to
elderly clients in the light of modularity and its supporting conditions.
2.5.1 Modularity versus four implications of demand-based care
On the basis of our concise review, modular production principles provide a useful
starting point for providing demand-based HWC services. A modular design of HWC
services offers the opportunity to mix-and-match components into a tailor-made care
and service package for elderly clients. The design and operational organization of
the individual care and service components are such that they can be combined in
numerous ways. As such, modular care and service components will provide choice
options and variation for the elderly client. Since every elderly client can be offered a
different combination of components, each is treated as unique (Bohmer, 2005), which
is the aim of demand-based care provision. For example, a client who has problems
with bending and stretching will likely require components that provide assistance
in such functionalities as ‘cleaning the house’ and ‘mobility’, which are supplied by a
certain HWC service provider. With respect to ‘cleaning the house’, components such as
vacuum cleaning, window washing, dusting, mopping, etc., should be designed in such
a way that they can be selected and mixed in any combination desired. The components
of ‘cleaning the house’ can be blended into the client’s care and service package with
components in ‘mobility’, such as a walking frame, rollator or scooter for the disabled.
This implies that not only the contents but also, for example, the duration, location
Modular
Care Provision